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Sample records for project management office

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

    Science.gov (United States)

    Lively, William R.

    2014-01-01

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

  2. 48 CFR 301.607-78 - Contracting Officer designation of a Program/Project Manager as the Contracting Officer's...

    Science.gov (United States)

    2010-10-01

    ... designation of a Program/Project Manager as the Contracting Officer's Technical Representative. 301.607-78... Contracting Officer designation of a Program/Project Manager as the Contracting Officer's Technical... acquisition. However, for those individuals serving as a Program or Project Manager under a FAC-P/PM...

  3. 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.

  4. Report: EPA Managers Did Not Hold Supervisors and Project Officers Accountable for Grants Management

    Science.gov (United States)

    Report #2005-P-00027, September 27, 2005. Managers did not sufficiently hold supervisors and project officers accountable for grants management because there is no process to measure most grants management activity.

  5. Office of River Protection: Simplifying Project management tools

    International Nuclear Information System (INIS)

    TAYLOR, D.G.

    2000-01-01

    The primary approach to the effort was to form a multi-organizational team comprised of federal and contractor staff to develop and implement the necessary tools and systems to manage the project. In late 1999 the DOE Manager of the Office of River Protection formed the Project Integration Office to achieve the objective of managing the efforts as a single project. The first major task, and the foundation upon which to base the development of all other tools, was the establishment of a single baseline of activities. However, defining a single scope schedule and cost was a difficult matter indeed. Work scopes were available throughout the project, but the level of detail and the integration of the activities existed primarily between working groups and individuals and not on a project-wide basis. This creates a situation where technical needs, logic flaws, resource balancing, and other similar integration needs are not elevated for management attention and resolution. It should be noted that probably 90% of the interface issues were known and being addressed. The key is simplifying the process and providing tangible assurance that the other 10% does not contain issues that can delay the project. Fortunately all of the contractors employed a common scheduling tool, which served as the basis for first communicating and then integrating baseline activities. Utilizing a powerful computer-based scheduling tool, it was soon possible to integrate the various schedules after the following was accomplished: Establishment of a scheduling specification (standardized input, coding, and approach to logic); and Clearly defined project assumptions

  6. Financial Management in the Strategic Systems Project Office.

    Science.gov (United States)

    SSPO, the largest program office in the Navy and in existence for over 20 years, has perfected time tested financial management procedures which may...serve as a model for the student of program management. This report presents an overview of the SSPO financial management concepts and general

  7. ANALYSIS OF THE POSSIBILITY FOR ESTABLISHING PROJECT MANAGEMENT OFFICE (PMO IN COMPANIES IN SERBIA

    Directory of Open Access Journals (Sweden)

    Dragana Milin

    2012-09-01

    Full Text Available Project Management Office (PMO is an organizational unit established to help project managers, project teams and the various levels of management in carrying out the principles of project management. The research was carried out in Serbia, in 2011, with the aim to establish which methodologies and techniques are used for project m anagement, and which of them are used the most frequently. Furthermore, the need for establishment of PMOs in Serbia is discussed. These offices should help in establishing a standardized methodology (at the organization level and thus overcome the obviou s poor use of any project management methodology at all.

  8. Using the project management office to connect the dots between projects and strategy.

    Science.gov (United States)

    Phan, Jacqueline

    2015-03-01

    Project management is recognized as an essential skill required for healthcare leadership and as a result, Project Management Offices (PMOs) in healthcare organizations have become commonplace. When PMOs are well suited and fit to their organization, they are being valued for their ability to support appropriate trade-offs between investments, capacity, and quality. This article provides an overview of healthcare PMOs and advocates for elevating the role of the healthcare PMO from a monitoring and reporting function to a leader and the engine for strategic change within an organization. © 2015 The Canadian College of Health Leaders.

  9. Project officer's perspective: quality assurance as a management tool.

    Science.gov (United States)

    Heiby, J

    1993-06-01

    Advances in the management of health programs in less developed countries (LDC) have not kept pace with the progress of the technology used. The US Agency for International Development mandated the Quality Assurance Project (QAP) to provide quality improvement technical assistance to primary health care systems in LDCs while developing appropriate quality assurance (QA) strategies. The quality of health care in recent years in the US and Europe focused on the introduction of management techniques developed for industry into health systems. The experience of the QAP and its predecessor, the PRICOR Project, shows that quality improvement techniques facilitate measurement of quality of care. A recently developed WHO model for the management of the sick child provides scientifically based standards for actual care. Since 1988, outside investigators measuring how LDC clinicians perform have revealed serious deficiencies in quality compared with the program's own standards. This prompted developed of new QA management initiatives: 1) communicating standards clearly to the program staff; 2) actively monitoring actual performance corresponds to these standards; and 3) taking action to improve performance. QA means that managers are expected to monitor service delivery, undertake problem solving, and set specific targets for quality improvement. Quality improvement methods strengthen supervision as supervisors can objectively assess health worker performance. QA strengthens the management functions that support service delivery, e.g., training, records management, finance, logistics, and supervision. Attention to quality can contribute to improved health worker motivation and effective incentive programs by recognition for a job well done and opportunities for learning new skills. These standards can also address patient satisfaction. QA challenges managers to aim for the optimal level of care attainable.

  10. 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.

  11. PROJECT MANAGEMENT OFFICE – LINK BETWEEN ORGANIZATIONAL STRATEGIC AND OPERATIONAL: A CASE STUDY

    Directory of Open Access Journals (Sweden)

    Mario Manzini Cianfanelli

    2014-12-01

    Full Text Available The objective of this work is to demonstrate the organizational integration achieved through the implementation of a project management office (PMO, created to combat the loss of water distribution in one of the business units of Basic Sanitation Company of the State of São Paulo – Sabesp. The methodology used to achieve this goal was the study of a single case in which the information was obtained through documentary research and semi-structured interviews. The results showed how this integration was achieved with the adoption of a standard methodology in project management, control based on information technology and the spread of the organization's strategy in the sectors below. This work concluded that with this implantation of the project management office it was possible to improve the planning and the control of the activities of the projects through a pattern methodology in managing projects that gave possibilities to create a new culture focusing in solving problems.

  12. 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

  13. Project Management Series Case Study: The Office of Registration and Records

    Science.gov (United States)

    Burgher, Karl E.; Snyder, Michael

    2012-01-01

    This is the third in a series of eight articles on project management (PM) in the academy. In this article, the authors describe the step-by-step implementation of a structural change to Indiana State University's (ISU's) Office of Registration and Records (ORR). The process described may vary as it is implemented elsewhere, but the authors…

  14. The Role of the Project Management Office on Information Technology Project Success

    Science.gov (United States)

    Stewart, Jacob S.

    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. Assessing critical success factors is another…

  15. 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...

  16. Research and Grant Management: The Role of the Project Management Office (PMO) in a European Research Consortium Context

    Science.gov (United States)

    Wedekind, Gerben Kristian; Philbin, Simon Patrick

    2018-01-01

    This paper illustrates how a university-based project management office (PMO) can provide focused support across the entire grant project lifecycle within a European research context. In recent years, EU (European Union) research and innovation grant programs have increasingly shifted to support multidisciplinary consortia composed of industry,…

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

    International Nuclear Information System (INIS)

    Anon.

    1987-01-01

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

  18. Statement of J.O. Neff, Manager, Salt Repository Project Office, Department of Energy

    International Nuclear Information System (INIS)

    Anon.

    1987-01-01

    My name is Jeff Neff and I am the Manager of the US Department of Energy's Salt Repository Project Office, now located in Hereford, Texas. The responsibilities of my office are to manage the day-to-day activities of the site suitability investigations of the designated nine-square-mile site located in Deaf Smith County, near Hereford in the Texas Panhandle. The location is indicated on several of the attachments. My remarks will be divided into five categories: (1) a brief history of how the Deaf Smith County site was designated; (2) a review of major issues for the Texas site and how these are expected to be resolved during site characterization; (3) a summary of major institutional issues; (4) a summary of consultation and cooperation activities with the State of Texas, through its Nuclear Waste Programs Office; and (5) highlights of current and past interactions with local governmental officials and the public in the Panhandle

  19. 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.

  20. A Health Care Project Management Office's Strategies for Continual Change and Continuous Improvement.

    Science.gov (United States)

    Lavoie-Tremblay, Mélanie; Aubry, Monique; Richer, Marie-Claire; Cyr, Guylaine

    Health care organizations need project and change management support in order to achieve successful transformations. A project management office (PMO) helps support the organizations through their transformations along with increasing their capabilities in project and change management. The aim of the present study was to extend understanding of the continuous improvement mechanisms used by PMOs and to describe PMO's strategies for continual change and continuous improvement in the context of major transformation in health care. This study is a descriptive case study design with interviews conducted from October to December 2015 with PMO's members (3 managers and 1 director) and 3 clients working with the PMO after a major redevelopment project ended (transition to the new facility). Participants suggested a number of elements including carefully selecting the members of the PMO, having a clear mandate for the PMO, having a method and a discipline at the same time as allowing openness and flexibility, clearly prioritizing projects, optimizing collaboration, planning for everything the PMO will need, not overlooking organizational culture, and retaining the existing support model. This study presents a number of factors ensuring the sustainability of changes.

  1. THE CONTEXT OF ESTABLISHING PROJECT MANAGEMENT OFFICES IN THE IT AREA: TWO CASE STUDIES

    Directory of Open Access Journals (Sweden)

    Andrea Giovanni Spelta

    2010-01-01

    Full Text Available Completing strategic Information Technology (IT projects as planned is certainly an important objective for large firms. One of the measures adopted to reach this goal systematically is to create a Project Management Office in the IT area (PMO-IT. However, many firms consider the possibility of creating a PMO-IT, but decide not to do it. This paper presents the results of an exploratory research about the contextual drivers that determine the decision to create PMO-Its. Through two case studies of large Brazilian firms – one that created the entity and another which believes does not need it –, the drivers of the decision to create or not to create a PMO-IT were identified, and it was possible to confirm some of the drivers mentioned in the literature. This paper increases the undertstanding about this topic, which is important in the Management Information Systems field, as well as indicates paths for future research.

  2. Project Execution Plan, Waste Management Division, Nevada Operations Office, U.S. Department of Energy, April 2000

    International Nuclear Information System (INIS)

    2000-01-01

    This plan addresses project activities encompassed by the U.S. Department of Energy/Nevada Operations Office Waste Management Division and conforms to the requirements contained in the ''Life Cycle Asset Management,'' U.S. Department of Energy Order O430.1A; the Joint Program Office Policy on Project Management in Support of DOE Order O430.1, and the Project Execution and Engineering Management Planning Guide. The plan also reflects the milestone philosophies of the Federal Facility Agreement and Consent Order, as agreed to by the state of Nevada; and traditional project management philosophies such as the development of life cycle costs, schedules, and work scope; identification of roles and responsibilities; and baseline management and controls

  3. The Curriculum Improvement Project in Business Careers Programs: Business Manager, Officer Administrator, Real Estate Agent, Real Estate Broker.

    Science.gov (United States)

    College of the Mainland, Texas City, TX.

    In 1987, the College of the Mainland undertook a project to update curricula in real estate, business management, and office technology. The project entailed a survey of the labor market to clarify personnel needs in selected fields; the use of the DACUM (Developing a Curriculum) process, which involved expert workers in the creation of task…

  4. NOAA Workforce Management Office

    Science.gov (United States)

    Management Fellows (PMFs) Program Coordination Office - Leadership Development Program (PCO-LDP) Employee (NRAP) Presidential Management Fellows (PMFs) Program Coordination Office - Leadership Development ) NOAA Leadership Seminar (NLS) NOAA Rotational Assignment Program (NRAP) Presidential Management Fellows

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

    International Nuclear Information System (INIS)

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

    2013-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-07-01

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

  7. INEL Sample Management Office

    International Nuclear Information System (INIS)

    Watkins, C.

    1994-01-01

    The Idaho National Engineering Laboratory (INEL) Sample Management Office (SMO) was formed as part of the EG ampersand G Idaho Environmental Restoration Program (ERP) in June, 1990. Since then, the SMO has been recognized and sought out by other prime contractors and programs at the INEL. Since December 1991, the DOE-ID Division Directors for the Environmental Restoration Division and Waste Management Division supported the expansion of the INEL ERP SMO into the INEL site wide SMO. The INEL SMO serves as a point of contact for multiple environmental analytical chemistry and laboratory issues (e.g., capacity, capability). The SMO chemists work with project managers during planning to help develop data quality objectives, select appropriate analytical methods, identify special analytical services needs, identify a source for the services, and ensure that requirements for sampling and analysis (e.g., preservations, sample volumes) are clear and technically accurate. The SMO chemists also prepare work scope statements for the laboratories performing the analyses

  8. Bibliography of studies for the Salt Repository Project Office of the Civilian Radioactive Waste Management Program, April 1978-May 1986

    International Nuclear Information System (INIS)

    1986-10-01

    DOE/CH/10140-05 is an annotated bibliography of approved reports that have been produced for the US Department of Energy Salt Repository Project Office of the Civilian Radioactive Waste Management Program since April 1978. This document is intended for use by the US Department of Energy, State and local officials, the US Nuclear Regulatory Commission, contractors to the Office of Nuclear Waste Isolation, concerned citizens, and others who need a comprehensive listing of reports related to a nuclear waste repository in salt. This document consists of a main report listing, appendixes with Work Breakdown Structure lists, and a topical index

  9. Bibliography of studies for the Salt Repository Project Office of the Civilian Radioactive Waste Management Program, April 1978-December 1986

    International Nuclear Information System (INIS)

    1987-06-01

    This document is an annotated bibliography of approved reports that have been produced for the US Department of Energy Salt Repository Project Office of the Civilian Radioactive Waste Management Program since April 1978. This document is intended for use by the US Department of Energy, State and local officials, the US Nuclear Regulatory Commission, contractors to the Office of Nuclear Waste Isolation, concerned citizens, and others who need a comprehensive listing of reports related to a nuclear waste repository in salt. This document consists of a main report listing, appendixes with Work Breakdown Structure lists, and a topical index

  10. 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)

  11. Documenting cost and performance for environmental remediation projects: Department of Energy Office of Environmental Management

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-08-08

    The purpose of this DOE guide is to facilitate the use of consistent procedures to document cost and performance information for projects involving the remediation of media contaminated with hazardous and radioactive wastes. It provides remedial action project managers with a standardized set of data to document completed remediation projects. Standardized reporting of data will broaden the utility of the information, increase confidence in the effectiveness of future remedial technologies, and enhance the organization, storage and retrieval of relevant information for future cleanup projects. The foundation for this guide was laid down by the Federal Remediation Technologies Roundtable (FRTR) in their publication, Guide to Documenting Cost and Performance for Remediation Projects, EPA-542-B- 95-002. Member agencies of the FRTR include the US EPA, the US DOD, the US DOE, and the US DOI. All the member agencies are involved in site remediation projects and anticipate following the guidance provided in the above reference. Therefore, there is much to be gained for DOE to be consistent with the other member agencies as it will be easier to compare projects across different agencies and also to learn from the experiences of a wider spectrum of prior completed projects.

  12. The lazy project manager how to be twice as productive and still leave the office early

    CERN Document Server

    Taylor, Peter

    2009-01-01

    Peter Taylor reveals how adopting a more focused approach to life, projects and work can make you twice as productive. The lazy project manager illustrates how anyone can apply the simple techniques of lazy project management in their own activities in order to work more effectively and consequently improve work-life balance. This 'productive laziness' approach builds on the Pareto principle that states that for many phenomena, 80 per cent of consequences stem from 20 per cent of the causes. To put it simply, only 20 per cent of the things people do during their working days really matter. Inside this insightful and informative book you'll discover: * The intelligence of laziness - why smart, lazy people have the edge over others; * Why the Jungle Book's 'Bare Necessities' should be the productive lazy theme tune; * How to get the maximum output for a minimised input; * Quick tips to productive lazy heaven. Everyone wants to achieve more without chaining themselves to their desk. By concentrating your project...

  13. 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....

  14. 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...

  15. 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

  16. 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...

  17. 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.

  18. PROJECT SCOPE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2018-01-01

    : analysis of results of planning the project scope; study of templates of project works’ structures, recommendations for the formation of levels of structure; decomposition of the totality of project work; creating a dictionary of the project work structure; updating the description of the project scope and the project scope management plan. Practical importance. In order to improve the management of the scope of projects in the pharmacy, the components of subprocesses, participants, input and output documents are investigated and the algorithm for managing the project scope is built. It is determined that the starting elements of project scope management are the justification of the initial data, i.e. the project purpose, impacts of the environment and the internal potential of the enterprise in relation to the project implementation (assets of the organizational process. It is recommended to create a structure of project work starting from the analytical research existing at the enterprise or recommended by standards and guidelines on project management approaches to building a hierarchical structure of works, templates of project work structures. It is noted that the created structure of project work should be audited by participants of the project office. According to the results of planning the sequence and duration of operations for managing the scope of works, a precedence diagram of the investigated process is constructed. Value/originality. The developed recommendations regarding the consistency and structure of subprocesses and operations of the project scope management will allow the enterprise to significantly save time for planning the scope of subsequent projects, using the database created in previous periods, statistics on the implementation of the described operations.

  19. 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

  20. Office of Personnel Management (OPM)

    Data.gov (United States)

    Social Security Administration — The purpose of this agreement is for SSA to verify SSN information for the Office of Personnel Management. OPM will use the SSN verifications in its investigative...

  1. Renovating Interior Office Space: What a Manager Needs To Consider.

    Science.gov (United States)

    Babey, Evelyn R.

    When planning an office renovation, a manager should design an office layout that is efficient and should consider the psychological aspects of office design, including sound level, color harmony, and lighting. The manager must also have a good understanding of all phases of the project plan and the timing involved. There are basically five phases…

  2. 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

  3. DSN Aperture Enhancement Project Office

    Science.gov (United States)

    Marina, Miguel

    2012-01-01

    All contracts are underway for antennas, associated facilities modifications and new transmitters. High risk CPI 100kW klystron and JPL high power uplink microwave components have been designed, prototyped and successfully tested at GDSCC to support the 80kW transmitter implementation and testing at vendor facility. Open issues, which might affect project delivery date, have plans in place or are being created, to maintain DSS-35 Operational Date. There are no known open issues that affect performance. Overall good progress has been made in all areas (procurements, contracts, design and development) and the project is confident that DSS-35 & 36 antennas and the three 80kW Uplink systems will be delivered according to plan.

  4. Special considerations for hiring an office manager.

    Science.gov (United States)

    Sachs Hills, Laura

    2004-01-01

    Medical practice office managers come in many varieties. They can be hired from the outside or promoted from within. They can have a great deal of experience working in medical practices or practically none. Which type of office manager is the best choice for your practice? This article will help you decide. It describes three types of office managers and considers the pros and cons of each. It explores the characteristics, advantages, and disadvantages of lay administrators hired from the outside, office managers promoted from the ranks, and "super-aides" who are asked to manage while doing their old jobs. This article also offers a list of 10 characteristics to look for in office manager candidates, as well as six areas of overall responsibility for your office manager. Finally, it includes a quick checklist of 20 required duties of typical medical practice office managers that can help you shape your office manager's job description.

  5. Office of Diversity Management and Equal Opportunity

    Science.gov (United States)

    Opportunity Office of Diversity Management and Equal Opportunity Home About ODMEO Leadership Documents News Skip to main content (Press Enter). Toggle navigation Office of Diversity Management and Equal Opportunity Search Search ODMEO: Search Search ODMEO: Search Office of Diversity Management and Equal

  6. 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

  7. Are You Managing Your Email - Or is Email Managing You? An Analysis of Email Among Personnel Within Army Project Management Offices

    National Research Council Canada - National Science Library

    Baroni, Brian; Cook, Linda; Keitelman, Marian; Miller, Steven; Wardle, Adelia

    2005-01-01

    Based on a class project that developed leadership communication competencies for seven levels of Army civilians, email was found to be the most prevalent means of communication, regardless of leadership level...

  8. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

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

  9. 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

  10. 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.

  11. 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

  12. NOAA Workforce Management Office - About Us

    Science.gov (United States)

    Agency's mission. The WFMO provides NOAA-wide leadership to workforce management functions including * WorkLife Center * WebTA * New Employee Info * Separation Info Workforce Management Office (WFMO) Serving accomplishment of the NOAA mission and the Nation's interests. The NOAA Workforce Management Office (WFMO

  13. Office of Personnel Management Catch 62 Match

    Data.gov (United States)

    Social Security Administration — SSA provides the Office of Personnel Management (OPM) with tax returns, Social Security benefits, and military retirement information for the purpose of correctly...

  14. The office of strategy management.

    Science.gov (United States)

    Kaplan, Robert S; Norton, David P

    2005-10-01

    There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company's employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn't have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer-lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OS M). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use the Balanced Scorecard as the framework for their strategy management systems, the authors say the lessons of the OSM are applicable even to companies that do not use it.

  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. Security Management and Safeguards Office

    Science.gov (United States)

    Bewley, Nathaniel M.

    2004-01-01

    The Security Management and Safeguards Office at NASA is here to keep the people working in a safe environment. They also are here to protect the buildings and documents from sabotage, espionage, and theft. During the summer of 2004, I worked with Richard Soppet in Physical Security. While I was working here I helped out with updating the map that we currently use at NASA Glenn Research Center, attended meetings for homeland security, worked with the security guards and the locksmith. The meetings that I attended for homeland security talked about how to protect ourselves before something happened, they told us to always be on the guard and look for anything suspicious, and the different ways that terrorist groups operate. When I was with the security guards I was taught how to check someone into the base, showed how to use a radar gun, observed a security guard make a traffic stop for training and was with them while they patrolled NASA Glenn Research Center to make sure things were running smooth and no one was in danger. When I was with the lock smith I was taught how to make keys and locks for the employees here at NASA. The lock smith also showed me that he had inventory cabinets of files that show how many keys were out to people and who currently has access to the rooms that they keys were made for. I also helped out the open house at NASA Glenn Research Center. I helped out by showing the Army Reserves, and Brook Park's SWAT team where all the main events were going to take place a week before the open house was going to begin. Then during the open house I helped out by making sure people had there IDS, checked through there bags, and handed out a map to them that showed where the different activities were going to take place. So the main job here at NASA Glenn Research Center for the Security Management and Safeguards Office is to make sure that nothing is stolen, sabotaged, and espionaged. Also most importantly make sure all the employees here at NASA are

  17. 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.

  18. 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.

  19. 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

  20. [Earth Science Technology Office's Computational Technologies Project

    Science.gov (United States)

    Fischer, James (Technical Monitor); Merkey, Phillip

    2005-01-01

    This grant supported the effort to characterize the problem domain of the Earth Science Technology Office's Computational Technologies Project, to engage the Beowulf Cluster Computing Community as well as the High Performance Computing Research Community so that we can predict the applicability of said technologies to the scientific community represented by the CT project and formulate long term strategies to provide the computational resources necessary to attain the anticipated scientific objectives of the CT project. Specifically, the goal of the evaluation effort is to use the information gathered over the course of the Round-3 investigations to quantify the trends in scientific expectations, the algorithmic requirements and capabilities of high-performance computers to satisfy this anticipated need.

  1. National Unmanned Aircraft Systems Project Office

    Science.gov (United States)

    Goplen, Susan E.; Sloan, Jeff L.

    2015-01-01

    The U.S. Geological Survey (USGS) National Unmanned Aircraft Systems (UAS) Project Office leads the implementation of UAS technology in the Department of the Interior (DOI). Our mission is to support the transition of UAS into DOI as a new cost-effective tool for collecting remote-sensing data to monitor environmental conditions, respond to natural hazards, recognize the consequences and benefits of land and climate change and conduct wildlife inventories. The USGS is teaming with all DOI agencies and academia as well as local, State, and Tribal governments with guidance from the Federal Aviation Administration and the DOI Office of Aviation Services (OAS) to lead the safe, efficient, costeffective and leading-edge adoption of UAS technology into the scientific research and operational activities of the DOI.

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

    International Nuclear Information System (INIS)

    2008-01-01

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

  3. Resources Management Officer | IDRC - International Development ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    The Resources Management Officer (RMO) contributes intellectual, technical and ... by initiating, coordinating, and monitoring key processes, activities and issues. ... managing the publication site and overseeing the final quality control by the ...

  4. 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...

  5. 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

  6. 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

  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 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.

  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. 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

  11. The hands-on project office guaranteeing ROI and on-time delivery

    CERN Document Server

    Kesner, Richard M

    2003-01-01

    THE THREE PILLARS OF IT DELIVERY - PROBLEM RESOLUTION, SERVICE REQUESTS, AND PROJECTSIntroduction The Business Context The Internal Economy for Investing in IT Services and ProjectsThe Three Pillars of IT Delivery Managing Service DeliveryManaging Project Commitments IT Metrics and Reporting Tools THE PROJECT MANAGEMENT OFFICE BUSINESS MODELIntroduction: Revisiting the IT Organization IT Service and Project Delivery RolesThe Role of the Project Management Office: Measuring its ROI The PMO Value Proposition: An Initial ROI Estimate ALIGNMENT AND PLANNING - DOING THE RIGHT THINGS Introduction Ge

  12. Program Office Support Change Management System (POS CMS)

    Data.gov (United States)

    Office of Personnel Management — This application is used by the U.S. Office of Personnel Management (OPM)'s Office of the Chief Information Officer (CIO) for tracking software change requests for...

  13. 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.

  14. A comparison of project participants and extension officers ...

    African Journals Online (AJOL)

    The study examined the perception of project participants and extension officers regarding marketing of agricultural produce in agricultural projects in the North West Province. The objective of the study was primarily to compare the perceptions of project participants and extension officers. When establishing a project, ...

  15. 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...

  16. 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...

  17. 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.

  18. Financial Management for Childcare Executive Officers.

    Science.gov (United States)

    Foster-Jorgensen, Karen; Harrington, Angela

    This handbook is designed to assist childcare executive officers (CEOs) in managing the finances of their programs. The guide is divided into five sections. Section 1, "Financial Entrepreneurship," advocates the adoption of an entrepreneurial spirit in directors and recommends: (1) becoming the Chief Executive Officer of the program; (2) actively…

  19. Environmental Audit of the Grand Junction Projects Office

    Energy Technology Data Exchange (ETDEWEB)

    1991-08-01

    The Grand Junction Projects Office (GJPO) is located in Mesa County, Colorado, immediately south and west of the Grand Junction city limits. The US Atomic Energy Commission (AEC) established the Colorado Raw Materials Office at the present-day Grand Junction Projects Office in 1947, to aid in the development of a viable domestic uranium industry. Activities at the site included sampling uranium concentrate; pilot-plant milling research, including testing and processing of uranium ores; and operation of a uranium mill pilot plant from 1954 to 1958. The last shipment of uranium concentrate was sent from GJPO in January, 1975. Since that time the site has been utilized to support various DOE programs, such as the former National Uranium Resource Evaluation (NURE) Program, the Uranium Mill Tailings Remedial Action Project (UMTRAP), the Surplus Facilities Management Program (SFMP), and the Technical Measurements Center (TMC). All known contamination at GJPO is believed to be the result of the past uranium milling, analyses, and storage activities. Hazards associated with the wastes impounded at GJPO include surface and ground-water contamination and potential radon and gamma-radiation exposure. This report documents the results of the Baseline Environmental Audit conducted at Grand Junction Projects Office (GJPO) located in Grand Junction, Colorado. The Grand Junction Baseline Environmental Audit was conducted from May 28 to June 12, 1991, by the Office of Environmental Audit (EH-24). This Audit evaluated environmental programs and activities at GJPO, as well as GJPO activities at the State-Owned Temporary Repository. 4 figs., 12 tabs.

  20. Environmental Audit of the Grand Junction Projects Office

    International Nuclear Information System (INIS)

    1991-08-01

    The Grand Junction Projects Office (GJPO) is located in Mesa County, Colorado, immediately south and west of the Grand Junction city limits. The US Atomic Energy Commission (AEC) established the Colorado Raw Materials Office at the present-day Grand Junction Projects Office in 1947, to aid in the development of a viable domestic uranium industry. Activities at the site included sampling uranium concentrate; pilot-plant milling research, including testing and processing of uranium ores; and operation of a uranium mill pilot plant from 1954 to 1958. The last shipment of uranium concentrate was sent from GJPO in January, 1975. Since that time the site has been utilized to support various DOE programs, such as the former National Uranium Resource Evaluation (NURE) Program, the Uranium Mill Tailings Remedial Action Project (UMTRAP), the Surplus Facilities Management Program (SFMP), and the Technical Measurements Center (TMC). All known contamination at GJPO is believed to be the result of the past uranium milling, analyses, and storage activities. Hazards associated with the wastes impounded at GJPO include surface and ground-water contamination and potential radon and gamma-radiation exposure. This report documents the results of the Baseline Environmental Audit conducted at Grand Junction Projects Office (GJPO) located in Grand Junction, Colorado. The Grand Junction Baseline Environmental Audit was conducted from May 28 to June 12, 1991, by the Office of Environmental Audit (EH-24). This Audit evaluated environmental programs and activities at GJPO, as well as GJPO activities at the State-Owned Temporary Repository. 4 figs., 12 tabs

  1. 48 CFR 2052.215-71 - Project officer authority.

    Science.gov (United States)

    2010-10-01

    ... directive whatever. (d) All technical directions must be issued in writing by the project officer or must be... advise the contractor in writing that, in the contracting officer's opinion, the technical direction is... subject to the technical direction of the NRC project officer. The term technical direction is defined to...

  2. 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

  3. Office of Personnel Management (OPM) Earnings

    Data.gov (United States)

    Social Security Administration — Each year the Office of Personnel Management (OPM) sends SSA a file to be verified and matched against the Master Earnings File (MEF) and Employer Information File...

  4. 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

  5. Systems Engineering Analysis for Office Space Management

    Science.gov (United States)

    2017-09-01

    ENGINEERING ANALYSIS FOR OFFICE SPACE MANAGEMENT by James E. Abellana September 2017 Thesis Advisor: Diana Angelis Second Reader: Walter E. Owen...Master’s thesis 4. TITLE AND SUBTITLE SYSTEMS ENGINEERING ANALYSIS FOR OFFICE SPACE MANAGEMENT 5. FUNDING NUMBERS 6. AUTHOR(S) James E. Abellana 7...of the systems engineering method, this thesis develops a multicriteria decision-making framework applicable to space allocation decisions for

  6. 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...

  7. Special Operations Officer Talent Management

    Science.gov (United States)

    2013-04-01

    employees , and then create a self-development program for their employees to maximize the potential of each worker. “In Microsoft , Bill Gates has... Malaysia , Pakistan, Indonesia, Singapore, Republic of Korea, China, Taiwan.15 SOF officers have specialized training and education to train, work, and...Instruction 12410.25: Civilian Employee and Training Development (Washington DC: Department of the Navy, 5 July 2011), 1. 47 Like their military

  8. 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...

  9. 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...

  10. 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...

  11. 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...

  12. 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.

  13. Data Overload Impact on Project Management: How Knowledge Management Systems Can Improve Federal Agencies Effectiveness

    Science.gov (United States)

    Rodriguez, Jacinto

    2013-01-01

    This mixed method exploratory case study was used to explore the effect data overload has on project management, how data overload affects project management effectiveness, how prepared program office staff is to manage multiple projects effectively, and how the program office's organizational structure and data management systems affect project…

  14. 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.

  15. Army Officers’ Attitudes of Conflict Management.

    Science.gov (United States)

    1976-06-11

    The purpose of this study was to measure the attitudes of the middle level career Army officers relative to the concepts of conflict management . The...the literature concerning conflict management and its related fields of study, an exploratory analysis employing Hierarchical Clustering Schemes, and... conflict management . (2) No difference exists in the attitudes of conflict management according to the sample’s three branch groups: combat arms

  16. DOE Office of Environmental Management, 2016 Year in Review

    Energy Technology Data Exchange (ETDEWEB)

    None

    2016-12-01

    2016 accomplishments and primary areas of focus for the Department of Energy's (DOE's) Office of Environmental Management and EM sites are presented. For DOE EM, these include Focusing on the Field, Teaming with Cleanup Partners, Developing New Technology, and Maximizing Cleanup Dollars. Major 2016 achievements are highlighted for EM, Richland Operations Office, Office of River Protection, Savannah River Site, Oak Ridge, Idaho, Waste Isolation Pilot Plant, Los Alamos, Portsmouth, Paducah, West Valley Demonstration Project, and the Nevada National Security Site,

  17. 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…

  18. 16 CFR 1000.22 - Office of Human Resources Management.

    Science.gov (United States)

    2010-01-01

    ... 16 Commercial Practices 2 2010-01-01 2010-01-01 false Office of Human Resources Management. 1000... ORGANIZATION AND FUNCTIONS § 1000.22 Office of Human Resources Management. The Office of Human Resources Management, which is managed by the Director of the Office, provides human resources management support to...

  19. Region 9 Tribal Grant Program - Project Officer and Tribal Contact Information Map Service

    Science.gov (United States)

    This compilation of geospatial data is for the purpose of managing and communicating information about current EPA project officers, tribal contacts, and tribal grants, both internally and with external stakeholders.

  20. 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

  1. 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...

  2. Office of Civilian Radioactive Waste Management: Annual report to Congress

    International Nuclear Information System (INIS)

    1987-04-01

    This document summarizes the activities of the Office of Civilian Radioactive Waste Management for FY 1986. Topics include public interaction between the states and affected Indian Tribes, planning for a waste management system, site selection and site characterization of potential geologic repositories, participation in international repository projects, proposal development for a monitored retrievable storage system, demonstrations of spent fuel storage, and development of quality assurance and safety plans. 59 refs., 10 figs., 6 tabs

  3. 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.

  4. Low Emissions Alternative Power (LEAP) Project Office Business Team of the Aeropropulsion Research Program Office (ARPO) Org. 0140

    Science.gov (United States)

    Buttler, Jennifer A.

    2004-01-01

    The program for which I am working at this summer is Propulsion and Power/Low Emissions Alternative Power (P&P/LEAP). It invests in a fundamental TRL 1-6 research and technology portfolio that will enable the future of: Alternative fuels and/or alternative propulsion systems, non-combustion (electric) propulsion systems. P&P/LEAP will identify and capitalize on the highest potential concepts generated both internal and external to the Agency. During my 2004 summer at NASA Glenn Research Center, I worked with my mentor Barbara Mader, in the Project Office with the Business Team completing various tasks for the project and personnel. The LEAP project is a highly matrixed organization. The Project Office is responsible for the goals advocacy and dollar (budget) of the LEAP project. The objectives of the LEAP Project are to discover new energy sources and develop unconventional engines and power systems directed towards greatly reduced emissions, enable new vehicle concepts for public mobility, new science missions and national security. The Propulsion and PowerLow Emissions Alternative Power directly supports the environmental, mobility, national security objectives of the Vehicle Systems Program and the Aeronautics Technology Theme. Technology deliverables include the demonstration through integrated ground tests, a constant volume combustor in an engine system, and UAV/small transport aircraft all electric power system. My mentor serves as a key member of the management team for the Aeropropulsion Research Program Office (ARPO). She has represented the office on numerous occasions, and is a member of a number of center-wide panels/teams, such as the Space management Committee and is chair to the Business Process Consolidation Team. She is responsible for the overall coordination of resources for the Propulsion and Power Project - from advocacy to implementation. The goal for my summer at NASA was to document processes and archive program documents from the past

  5. 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...

  6. My Work in the NASA Glenn History Office and Records Management Office

    Science.gov (United States)

    Mate, Robert C.

    2004-01-01

    This is my fourth summer working with my mentor, Kevin P. Coleman, who is the Center History Coordinator, Center Records Manager, and Center Forms Manager. I am working in the GRC History Office with some overlap in the Records Management Office. I have three major projects this summer. First, I am assisting in the documentation of historic facilities. Second, I am involved in a project to organize files and create an archives at Plum Brook Station. Third, I have helped the records management office with its inventory of stored records at Plum Brook. Also, I received an award this summer for research work I had done for NASA in the past. First, my primary project is to help assemble documentation for historic facilities at Glenn. This is somewhat of an extension of my project from last summer. Last summer, I worked to compile a complete list of all of NASA s historic sites and landmarks (as designated by the National Park Service, as well as several private organizations) throughout the country. Then, I briefly researched the significance of historic designation under federal law. Finally, I put my findings into a report which was submitted to NASA Headquarters. Upon review by the NASA History Office and several center-level history officials, it was decided that NASA should work to update its documentation of its historic sites and landmarks since some of the documentation was outdated or unavailable. Until recently, many project managers and facility managers working at historic facilities were not even aware that their surroundings had been designated as historic under federal law (most specifically, the National Historic Preservation Act of 1966 and its amendments). Therefore, they were unaware of the legal obligations for historic preservation. This summer, my project is to research some of Glenn s historic sites and landmarks in more detail. The goal is to put together a template for documenting historic NASA facilities. The hope is that this template of

  7. 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

  8. 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…

  9. 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).

  10. 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

  11. NOAA Workforce Management Office, e-Learning, Commerce Learning Center

    Science.gov (United States)

    Assignment Program (NRAP) Presidential Management Fellows (PMFs) Program Coordination Office - Leadership (CLC) Home Careers at NOAA Search Criteria Click to Search WORKFORCE MANAGEMENT OFFICE Executive Resources Senior Executive Service ST and SL Responsibilities Performance Management Performance

  12. 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.

  13. 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....

  14. 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.

  15. Plutonium immobilization project development and testing technical project office quality assurance program description

    International Nuclear Information System (INIS)

    Gould, T.H.; MacLean, L.M.; Ziemba, J.M.

    1999-01-01

    The Plutonium Immobilization Project (PIP) is one of several fissile materials disposition projects managed by the Department of Energy (DOE) Office of Fissile Materials Disposition (OFMD). The PIP is expected to evolve from the current Development and Testing (D and T) effort, to design, to construction, and finally to operations. Overall management and technical management of the D and T effort resides at the Lead Laboratory, Lawrence Livermore National Laboratory (LLNL), through the LLNL Manager, Fissile Materials Disposition Program (FMDP). Day to day project activities are managed by the D and T Technical Project Office (TPO), which reports to the LLNL Manager, FMDP. The D and T TPO consists of the Technical Manager, the TPO Quality Assurance (QA) Program Manager, and TPO Planning and Support Staff. This Quality Assurance Program Description (QAPD) defines the QA policies and controls that will be implemented by these TPO personnel in their management of D and T activities. This QAPD is consistent with and responsive to the Department of Energy Fissile Materials Disposition Program Quality Assurance Requirements Document (FMDP QARD). As the Project and upper level requirement's documents evolve, this QAPD will be updated as necessary to accurately define and describe the QA Program and Management of the PIP. The TPO has a policy that all development and testing activities be planned, performed and assessed in accordance with its customer's requirements, needs and expectations, and with a commitment to excellence and continuous improvement. The TPO QAPD describes implementation requirements which, when completed, will ensure that the project development and testing activities conform to the appropriate QA requirements. For the program to be effective, the TPO QA Program Manager will ensure that each site participating in D and T activities has developed a QAPD, which meets the customer's requirements, and has a designated quality leader in place. These customer

  16. Leadership Behaviors In Project Design Offices

    OpenAIRE

    Kasapoğlu, Esin

    2011-01-01

    Leadership may be defined as the ability to collect a group of people around definite objectives and the achievement of said objectives. An architectural design team needs a leader, and in this paper, the owner of the office is the formal leader. Leadership behaviors of employer architects are directly related to the performance of the design team; therefore, effective leadership is key to a successful design process. Data were collected through a questionnaire on leadership behaviors that wa...

  17. 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...

  18. 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.

  19. Office of Crystalline Repository Development FY 83 technical project plan

    International Nuclear Information System (INIS)

    1983-03-01

    The technical plan for FY 83 activities of the Office of Crystalline Repository Development is presented in detail. Crystalline Rock Project objectives are discussed in relation to the National Waste Terminal storage (NWTS) program. The plan is in full compliance with requirements mandated by the Nuclear Waste Policy Act of 1982. Implementation will comply with the requirements and criteria set forth in the Nuclear Regulatory Commission regulations (10 CFR 60) and the Environmental Protection Agency standard (40 CFR 191). Technical approaches and the related milestones and schedules are presented for each of the Level 3 NWTS work Breakdown Structure Tasks. These are: Systems, Waste Package, Site, Repository, Regulatory and Institutional, Test Facilities and Excavations, Land Acquisition, and Program Management

  20. INVENTORY OF ECOSYSTEM RESTORATION PROJECTS - PUBLISHED ON THE OFFICE OF WATER WEB PAGE

    Science.gov (United States)

    USEPA's National Risk Management Research Laboratory working jointly with the Office of Water, has developed an Internet-accessible database of ecosystem restoration projects within the Mid-Atlantic Integrated Assessment (MAIA) region. This article informs project owners of the i...

  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. 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

  4. 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.)

  5. 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

  6. 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.

  7. 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

  8. 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 ...

  9. Distribution and Supply Chain Management: Educating the Army Officer

    National Research Council Canada - National Science Library

    Solseth, Mark E

    2005-01-01

    ... and distribution management environment. It analyzes how officers should attain these skills using the three pillars of leader development in Department of the Army Pamphlet 600-3, "Commissioned Officer Development and Career Management...

  10. 3 CFR 101.2 - Office of Management and Budget.

    Science.gov (United States)

    2010-01-01

    ... 3 The President 1 2010-01-01 2010-01-01 false Office of Management and Budget. 101.2 Section 101.2... PROCEDURES ACT § 101.2 Office of Management and Budget. Freedom of Information regulations for the Office of Management and Budget appear at 5 CFR Ch. III. ...

  11. 12 CFR 905.12 - Office of Management.

    Science.gov (United States)

    2010-01-01

    ... OPERATIONS DESCRIPTION OF ORGANIZATION AND FUNCTIONS General Organization § 905.12 Office of Management. (a) General. The Office of Management is the principal advisor to the chairperson and the Board of Directors... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Office of Management. 905.12 Section 905.12...

  12. 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...

  13. 5 CFR 250.202 - Office of Personnel Management responsibilities.

    Science.gov (United States)

    2010-01-01

    ... REGULATIONS PERSONNEL MANAGEMENT IN AGENCIES Strategic Human Capital Management § 250.202 Office of Personnel... to which human capital management strategies are integrated into agency strategic plans and..., managers and human resources officers accountable for efficient and effective human capital management, in...

  14. 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...

  15. Driving color management into the office

    Science.gov (United States)

    Newman, Todd

    2007-01-01

    In much the same way that the automobile industry develops new technologies in racing cars and then brings them to a broader market for commercial and consumer vehicles, CIE Division 8 is trying to spread color management from the graphic arts market into the broader office and home markets. In both areas, the professional environment is characterized by highly motivated, highly trained practitioners who see their activity as an end in itself and have access to expensive technology, state of the art measurement and calibration equipment, and an environment that, if not as sedate as a research laboratory, is controlled and well-understood. In contrast, the broader market features users who have relatively little training at the imaging tasks and see them as a means to an end, which is where their real attention is focused. These users have mass-market equipment and little or no equipment for measurement and calibration. They use their tools (cars or imaging equipment) in a variety of environments under highly unpredictable conditions. The challenge to the automobile and imaging engineering communities is to design practical solutions to work in these real world environments that are less demanding in terms of strict performance, but more demanding in terms of flexibility and robustness. In the graphic arts, we have standards that tell us how to perform comparisons between printed images (hardcopy) and images displayed on a screen (softcopy). The users are told to use sequential binocular comparisons using memory matching, where they first adapt completely to one viewing condition, study one image, and then adapt to the other viewing condition and compare the second image against their memory of the first. This provides a nicely controlled environment where the observer's state of adaptation is easy to calculate. Unfortunately, in the office and home markets, users insist on comparing the softcopy and hardcopy side by side, and rapidly switching their gaze between

  16. 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.

  17. 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…

  18. 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...

  19. 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

  20. 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.

  1. The Eighth Stage of Information Management: Information Resources Management (IRM) vs. Knowledge Management (KM), and the Chief Information Officer (CIO) vs. the Chief Knowledge Officer (CKO).

    Science.gov (United States)

    Chen, Rui

    1998-01-01

    Describes the characteristics of the transfer point of information management to knowledge management (KM), what information resources management (IRM) does, and compares information and knowledge management and the roles of chief information officer (CIO) and chief knowledge officer (CKO). (PEN)

  2. The software analysis project for the Office of Human Resources

    Science.gov (United States)

    Tureman, Robert L., Jr.

    1994-01-01

    There were two major sections of the project for the Office of Human Resources (OHR). The first section was to conduct a planning study to analyze software use with the goal of recommending software purchases and determining whether the need exists for a file server. The second section was analysis and distribution planning for retirement planning computer program entitled VISION provided by NASA Headquarters. The software planning study was developed to help OHR analyze the current administrative desktop computing environment and make decisions regarding software acquisition and implementation. There were three major areas addressed by the study: current environment new software requirements, and strategies regarding the implementation of a server in the Office. To gather data on current environment, employees were surveyed and an inventory of computers were produced. The surveys were compiled and analyzed by the ASEE fellow with interpretation help by OHR staff. New software requirements represented a compilation and analysis of the surveyed requests of OHR personnel. Finally, the information on the use of a server represents research done by the ASEE fellow and analysis of survey data to determine software requirements for a server. This included selection of a methodology to estimate the number of copies of each software program required given current use and estimated growth. The report presents the results of the computing survey, a description of the current computing environment, recommenations for changes in the computing environment, current software needs, management advantages of using a server, and management considerations in the implementation of a server. In addition, detailed specifications were presented for the hardware and software recommendations to offer a complete picture to OHR management. The retirement planning computer program available to NASA employees will aid in long-range retirement planning. The intended audience is the NASA civil

  3. 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

  4. 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.

  5. European indoor air quality audit project in 56 office buildings

    NARCIS (Netherlands)

    Bluyssen, P.M.; Oliveira Fernandes, E. de; Groes, L.; Clausen, G.H.; Fanger, F.O.; Valbjorn, O.; Bernhard, C.A.; Roulet, C.A.

    1996-01-01

    A European project started at the end of 1992, in which, in addition to current methods, trained sensory panels were used to investigate office buildings all over Europe. The main aim of this EC-Audit was to develop assessment procedures and guid-ance on ventilation and source control, to help

  6. 78 FR 21414 - Central Valley Project Improvement Act, Water Management Plans

    Science.gov (United States)

    2013-04-10

    ... Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are available for review... establish and administer an office on Central Valley Project water conservation best management practices...

  7. Research activities in radiation protection. Programme report 1996. Report on the departmental research programme of the Federal Ministry for Environment, Nature Conservation and Reactor Safety (BMU), performed under the scientific and administrative project management of the Federal Office for Radiation Protection (BfS)

    International Nuclear Information System (INIS)

    Schmitt-Hannig, A.; Thieme, M.; Goedde, R.

    1997-02-01

    On behalf of the Ministry for Environment, Nature Conservation and Nuclear Safety (BMU), the Federal Office for Radiation Protection is placing research and study contracts in the field of radiation protection. The results of these projects are used for developing radiation protection rules and to fulfill the special radiation protection tasks of the BMU, required by law. Planning, expert and administrative management, placing, assistance as well as expert evaluation of the results from these research projects lies within the responsibility of the Federal Office for Radiation Protection. This report provides information on preliminary and final results of radiation protection projects within the BMU Department Research Programme of the year 1996. (orig.) [de

  8. 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...

  9. 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

  10. 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

  11. Office of Legacy Management. Information and Records Management. Transition Guidance

    International Nuclear Information System (INIS)

    2004-01-01

    The Office of Legacy Management (LM) is an integral part of the U.S. Department of Energy's (DOE's) strategy to ensure that legacy liabilities of former nuclear weapons production sites are properly managed following the completion of environmental cleanup activities. LM will work with each site using an integrated team approach to ensure a successful transition. Part of this process will include transition of Government records and information. The Office of Legacy Management Information and Records Management Transition Guidance focuses on LM's goal to preserve and protect legacy records and information. This guidance document establishes a framework for the transfer of records management responsibilities for sites transferring to LM. It describes the requirements, responsibilities, and procedures for the efficient and cost-effective transfer of custody, ownership, and management of records and other information products from the transfer site to LM. Records management practices are critical to the functions of Federal agencies because records provide information about, or evidence of, the organization, functions, policies, decisions, procedures, operations, or other activities. Therefore, the information generated by an agency is created, maintained, and dispositioned through records management processes that ensure the appropriate preservation and retrieval of essential information. Because of their intrinsic value, best practices to preserve information and records should be utilized when records are transferred from one organization to another. As the transfer program completes cleanup activities at closure sites, a transitional process will facilitate the transparent shift in the management of site records activities to LM. The roles and responsibilities of the transfer site and/or program and LM described in this document are a necessary foundation for cooperation and coordination and are essential to the successful transition of records and information

  12. Office of Legacy Management. Information and Records Management. Transition Guidance

    Energy Technology Data Exchange (ETDEWEB)

    None

    2004-03-01

    The Office of Legacy Management (LM) is an integral part of the U.S. Department of Energy’s (DOE’s) strategy to ensure that legacy liabilities of former nuclear weapons production sites are properly managed following the completion of environmental cleanup activities. LM will work with each site using an integrated team approach to ensure a successful transition. Part of this process will include transition of Government records and information. The Office of Legacy Management Information and Records Management Transition Guidance focuses on LM’s goal to preserve and protect legacy records and information. This guidance document establishes a framework for the transfer of records management responsibilities for sites transferring to LM. It describes the requirements, responsibilities, and procedures for the efficient and cost-effective transfer of custody, ownership, and management of records and other information products from the transfer site to LM. Records management practices are critical to the functions of Federal agencies because records provide information about, or evidence of, the organization, functions, policies, decisions, procedures, operations, or other activities. Therefore, the information generated by an agency is created, maintained, and dispositioned through records management processes that ensure the appropriate preservation and retrieval of essential information. Because of their intrinsic value, best practices to preserve information and records should be utilized when records are transferred from one organization to another. As the transfer program completes cleanup activities at closure sites, a transitional process will facilitate the transparent shift in the management of site records activities to LM. The roles and responsibilities of the transfer site and/or program and LM described in this document are a necessary foundation for cooperation and coordination and are essential to the successful transition of records and

  13. Interministerial Order No. 6498/89 of 28 November 1989 creating renewable Financing Account attached to the Directorate of Waters and Forests and the Provincial Offices of Waters and Forests concerned with the project Management and Protection of Forests.

    Science.gov (United States)

    1989-01-01

    This Madagascar Order creates a Renewable Financing Account to finance the activities of the Management and Protection of Forests project. The Account is to pay the expenses of the project in sums set out in the Order for the various parts of the project. Further provisions of the Decree describe the duties of the manager of the Account.

  14. 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...

  15. 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.

  16. Measuring Satisfaction in the Program Manager, Procuring Contracting Officer Relationship

    National Research Council Canada - National Science Library

    Gray, John

    1997-01-01

    .... To comply with this Executive Order, Navy contracting offices require an effective methodology for developing an instrument to measure the satisfaction of their customers, Navy Program Managers...

  17. 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,…

  18. 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.

  19. The Biological and Chemical Oceanography Data Management Office

    Science.gov (United States)

    Allison, M. D.; Chandler, C. L.; Groman, R. C.; Wiebe, P. H.; Glover, D. M.; Gegg, S. R.

    2011-12-01

    Oceanography and marine ecosystem research are inherently interdisciplinary fields of study that generate and require access to a wide variety of measurements. In late 2006 the Biological and Chemical Oceanography Sections of the National Science Foundation (NSF) Geosciences Directorate Division of Ocean Sciences (OCE) funded the Biological and Chemical Oceanography Data Management Office (BCO-DMO). In late 2010 additional funding was contributed to support management of research data from the NSF Office of Polar Programs Antarctic Organisms & Ecosystems Program. The BCO-DMO is recognized in the 2011 Division of Ocean Sciences Sample and Data Policy as one of several program specific data offices that support NSF OCE funded researchers. BCO-DMO staff members offer data management support throughout the project life cycle to investigators from large national programs and medium-sized collaborative research projects, as well as researchers from single investigator awards. The office manages and serves all types of oceanographic data and information generated during the research process and contributed by the originating investigators. BCO-DMO has built a data system that includes the legacy data from several large ocean research programs (e.g. United States Joint Global Ocean Flux Study and United States GLOBal Ocean ECosystems Dynamics), to which data have been contributed from recently granted NSF OCE and OPP awards. The BCO-DMO data system can accommodate many different types of data including: in situ and experimental biological, chemical, and physical measurements; modeling results and synthesis data products. The system enables reuse of oceanographic data for new research endeavors, supports synthesis and modeling activities, provides availability of "real data" for K-12 and college level use, and provides decision-support field data for policy-relevant investigations. We will present an overview of the data management system capabilities including: map

  20. 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)

  1. 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.

  2. 78 FR 34655 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Science.gov (United States)

    2013-06-10

    ... CONTACT: Office of Naval Research: Ms. Margaret J. Mitchell, Director, Human Resources Office, Office of... established position management criteria, and (2) Pay Band V of the S&E Professional Career Track require... Personnel Management Demonstration Project, Department of Navy, Office of Naval Research (ONR); Proposed...

  3. 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...

  4. 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.

  5. Environmental Management Assessment of the Fernald Environmental Management Project (FEMP)

    Energy Technology Data Exchange (ETDEWEB)

    1993-04-01

    This report documents the results of the Environmental Management Assessment performed at the Fernald Environmental Management Project (FEMP) in Fernald, Ohio. During this assessment, the activities conducted by the assessment team included review of internal documents and reports from previous audits and assessments; interviews with US Department of Energy (DOE) and FEMP contractor personnel; and inspection and observation of selected facilities and operations. The onsite portion of the assessment was conducted from March 15 through April 1, 1993, by DOE`s Office of Environmental Audit (EH-24) located within the Office of the Assistant Secretary for Environment, Safety, and Health (EH-1). EH-24 carries out independent assessments of DOE facilities and activities as part of the EH-1 Environment, Safety, and Health (ES&H) Oversight Audit Program. The EH-24 program is designed to evaluate the status of DOE facilities and activities with respect to compliance with Federal, state, and local environmental laws and regulations; compliance with DOE Orders, Guidance and Directives; conformance with accepted industry practices and standards of performance; and the status and adequacy of management systems developed to address environmental requirements. The Environmental Management Assessment of FEMP focused on the adequacy of environmental management systems. Further, in response to requests by the Office of Environmental Restoration and Waste Management (EM) and Fernald Field Office (FN), Quality Assurance and Environmental Radiation activities at FEMP were evaluated from a programmatic standpoint. The results of the evaluation of these areas are contained in the Environmental Protection Programs section in this report.

  6. Environmental Management Assessment of the Fernald Environmental Management Project (FEMP)

    International Nuclear Information System (INIS)

    1993-04-01

    This report documents the results of the Environmental Management Assessment performed at the Fernald Environmental Management Project (FEMP) in Fernald, Ohio. During this assessment, the activities conducted by the assessment team included review of internal documents and reports from previous audits and assessments; interviews with US Department of Energy (DOE) and FEMP contractor personnel; and inspection and observation of selected facilities and operations. The onsite portion of the assessment was conducted from March 15 through April 1, 1993, by DOE's Office of Environmental Audit (EH-24) located within the Office of the Assistant Secretary for Environment, Safety, and Health (EH-1). EH-24 carries out independent assessments of DOE facilities and activities as part of the EH-1 Environment, Safety, and Health (ES ampersand H) Oversight Audit Program. The EH-24 program is designed to evaluate the status of DOE facilities and activities with respect to compliance with Federal, state, and local environmental laws and regulations; compliance with DOE Orders, Guidance and Directives; conformance with accepted industry practices and standards of performance; and the status and adequacy of management systems developed to address environmental requirements. The Environmental Management Assessment of FEMP focused on the adequacy of environmental management systems. Further, in response to requests by the Office of Environmental Restoration and Waste Management (EM) and Fernald Field Office (FN), Quality Assurance and Environmental Radiation activities at FEMP were evaluated from a programmatic standpoint. The results of the evaluation of these areas are contained in the Environmental Protection Programs section in this report

  7. The analysis of MS Project Server platform for managing of human resources in multiproject environment

    OpenAIRE

    Kadunc, Boštjan

    2009-01-01

    Effective project management requires qualified project managers, who must have complete control over their projects, so they can perform fluently. For easier and more effective project management, we can use various software solutions. In my graduation thesis I focused on working with resources - detecting and resolving their over-allocation. For their regulation I have used Microsoft Office Project Professional 2007 in connection with Microsoft Office Project Server 2007. My goal wa...

  8. Efficiency of Management and Marketing Strategies within The Dental Office

    Directory of Open Access Journals (Sweden)

    Oprea Valentin BUSU

    2017-12-01

    Full Text Available This article is based on research about the management and marketing strategies within the dental office and how we can better understand its importance. One of the major problems faced by dentists today is the management of the dental office. Certainly, from the outside, individuals perceive the dentist's office as a simple medical unit in which medical staff operate. However, people living in the field face each day multiple problems of both medical and bureaucratic nature. For the dentist/manager, the dental office is perceived as a dual-purpose unit: providing oro-dental care and earning profit.

  9. DOE Contribution to the 2015 US CLIVAR Project Office Budget

    Energy Technology Data Exchange (ETDEWEB)

    DeWeaver, Eric [National Science Foundation (NSF), Washington, DC (United States); Patterson, Michael [US CLIVAR Project Office (USCPO),Washington DC (United States)

    2017-05-10

    The primary goal of the US Climate Variability and Predictability (CLIVAR) Project Office is to enable science community planning and implementation of research to understand and predict climate variability and change on intraseasonal-to-centennial timescales, through observations and modeling with emphasis on the role of the ocean and its interaction with other elements of the Earth system, and to serve the climate community and society through the coordination and facilitation of research on outstanding climate questions.

  10. Efficiency of Management and Marketing Strategies within The Dental Office

    OpenAIRE

    Oprea Valentin BUSU; Elena Cristina ANDREI

    2017-01-01

    This article is based on research about the management and marketing strategies within the dental office and how we can better understand its importance. One of the major problems faced by dentists today is the management of the dental office. Certainly, from the outside, individuals perceive the dentist's office as a simple medical unit in which medical staff operate. However, people living in the field face each day multiple problems of both medical and bureaucratic nature. For the dentist/...

  11. The Office of Environmental Management technical reports: A bibliography

    International Nuclear Information System (INIS)

    1996-01-01

    The Office of Environmental Management's (EM) technical reports bibliography is an annual publication that contains information on scientific and technical reports sponsored by the Office of Environmental Management added to the Energy Science and Technology Database from July 1, 1994 through June 30, 1995. This information is divided into the following categories: Focus Areas, Cross-Cutting Programs, and Support Programs. In addition, a category for general information is included. EM's Office of Science and Technology sponsors this bibliography

  12. New Production Reactor project-management plan

    International Nuclear Information System (INIS)

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

    1982-01-01

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

  13. Case study B. Architectural design management using a project web

    NARCIS (Netherlands)

    DeClerck, F.; Pels, H.J.; Otter, den A.F.H.J.; Emmitt, S.; Prins, M.; Otter, den A.F.

    2009-01-01

    In this chapter the use and organization of use of a project website is described in the design and realization of a construction project. The case concerns a complicated project with a high number of different parties involved, managed by an architectural office and having an internationally

  14. UMTRA Project Office quality assurance program plan. Revision 6

    International Nuclear Information System (INIS)

    1994-09-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project was established to accomplish remedial actions at inactive uranium mill tailings sites. The UMTRA Project's mission is to stabilize and control the residual radioactive materials at designated sites in a safe and environmentally sound manner so as to minimize or eliminate radiation health hazards to the public. Because these efforts may involve possible risks to public health and safety, a quality assurance (QA) program that conforms to the applicable criteria has been established to control the quality of the work. This document, the Quality Assurance Program Plan (QAPP), brings into one document the essential criteria to be applied on a selective basis, depending upon the nature of the activity being conducted, and describes how those criteria shall be applied to the UMTRA Project. QA requirements contained in this QAPP shall apply to all personnel, processes, and activities, including planning, scheduling, and cost control, performed by the UMTRA Project Office and its contractors

  15. 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.

  16. 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

  17. 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.

  18. Chief, Project Management Office | IDRC - International ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    Conduct strategic, risk and contingency planning analysis as well as ensure ... Ensure risk and contingency awareness and training for relevant employees, .... Sign up now for IDRC news and views sent directly to your inbox each month.

  19. 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....

  20. 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.

  1. 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.

  2. 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…

  3. 78 FR 32637 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Science.gov (United States)

    2013-05-31

    ..., Science and Technology Reinvention Laboratory Personnel Management Demonstration Project, Department of... DEPARTMENT OF DEFENSE Office of the Secretary Science and Technology Reinvention Laboratory Personnel Management Demonstration Project, Department of the Army, Army Research, Development and...

  4. 75 FR 70020 - Central Valley Project Improvement Act, Water Management Plans

    Science.gov (United States)

    2010-11-16

    ... office on Central Valley Project water conservation best management practices that shall ``* * * develop... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior ACTION: Notice of Availability. SUMMARY: The...

  5. 76 FR 12756 - Central Valley Project Improvement Act, Water Management Plans

    Science.gov (United States)

    2011-03-08

    ... office on Central Valley Project water conservation best management practices that shall ``* * * develop... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

  6. 76 FR 54251 - Central Valley Project Improvement Act, Water Management Plans

    Science.gov (United States)

    2011-08-31

    ... and administer an office on Central Valley Project water conservation best management practices that... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

  7. 75 FR 38538 - Central Valley Project Improvement Act, Water Management Plans

    Science.gov (United States)

    2010-07-02

    ... to establish and administer an office on Central Valley Project water conservation best management... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

  8. 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...

  9. Methodologies used in Project Management

    OpenAIRE

    UNGUREANU, Adrian; UNGUREANU, Anca

    2014-01-01

    Undoubtedly, a methodology properly defined and strictly followed for project management provides a firm guarantee that the work will be done on time, in budget and according to specifications. A project management methodology in simple terms is a “must-have” to avoid failure and reduce risks, because is one of the critical success factors, such basic skills of the management team. This is the simple way to guide the team through the design and execution phases, processes and tasks throughout...

  10. Information Technology Innovations in Office Management - A Case Study

    OpenAIRE

    Reshma; Sridhar Acharya P.; Aithal P. S.

    2015-01-01

    Paperless automated management system is the current trend in the market. The office which deals with the administration of the college has several responsibilities like student admission, document collection, and verification, fee collections in various streams like admission, examination, attendance report, internal assessment report, general notices etc. Recently we have developed software called Information Management System (IMS) for the office management which automates all the service...

  11. 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.

  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. The Generalizability of Private Sector Research on Software Project Management in Two USAF Organizations: An Exploratory Study

    National Research Council Canada - National Science Library

    Garman, Michael

    2003-01-01

    ... budget. However, software projects frequently fail to meet these criteria. Software engineers, acquisition officers, and project managers have all studied this issue and made recommendations for achieving success...

  14. Project Management Plan Solution Stabilization

    Energy Technology Data Exchange (ETDEWEB)

    SATO, P.K.

    1999-08-31

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

  15. 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

  16. 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

  17. 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. .

  18. 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.

  19. The Office of Environmental Management technical reports: a bibliography

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1997-07-01

    The Office of Environmental Management`s (EM) technical reports bibliography is an annual publication that contains information on scientific and technical reports sponsored by the Office of Environmental Management added to the Energy Science and Technology Database from July 1, 1995 through Sept. 30, 1996. This information is divided into the following categories: Focus Areas and Crosscutting Programs. Support Programs, Technology Integration and International Technology Exchange are now included in the General category. EM`s Office of Science and Technology sponsors this bibliography.

  20. The Office of Environmental Management technical reports: a bibliography

    International Nuclear Information System (INIS)

    1997-07-01

    The Office of Environmental Management''s (EM) technical reports bibliography is an annual publication that contains information on scientific and technical reports sponsored by the Office of Environmental Management added to the Energy Science and Technology Database from July 1, 1995 through Sept. 30, 1996. This information is divided into the following categories: Focus Areas and Crosscutting Programs. Support Programs, Technology Integration and International Technology Exchange are now included in the General category. EM''s Office of Science and Technology sponsors this bibliography

  1. 75 FR 45672 - Collection of Information Under Review by Office of Management and Budget

    Science.gov (United States)

    2010-08-03

    ... OFFICE OF MANAGEMENT AND BUDGET Collection of Information Under Review by Office of Management and Budget AGENCY: Office of Management and Budget, Office of Federal Financial Management. ACTION: Notice....), the Office of Management and Budget (OMB) invites the general public and Federal agencies to comment...

  2. 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

  3. 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.

  4. Groundwater/Vadose Zone Integration Project Management Plan

    International Nuclear Information System (INIS)

    Hughes, M. C.

    1999-01-01

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

  5. NSF-Sponsored Biological and Chemical Oceanography Data Management Office

    Science.gov (United States)

    Allison, M. D.; Chandler, C. L.; Copley, N.; Galvarino, C.; Gegg, S. R.; Glover, D. M.; Groman, R. C.; Wiebe, P. H.; Work, T. T.; Biological; Chemical Oceanography Data Management Office

    2010-12-01

    Ocean biogeochemistry and marine ecosystem research projects are inherently interdisciplinary and benefit from improved access to well-documented data. Improved data sharing practices are important to the continued exploration of research themes that are a central focus of the ocean science community and are essential to interdisciplinary and international collaborations that address complex, global research themes. In 2006, the National Science Foundation Division of Ocean Sciences (NSF OCE) funded the Biological and Chemical Oceanography Data Management Office (BCO-DMO) to serve the data management requirements of scientific investigators funded by the National Science Foundation’s Biological and Chemical Oceanography Sections. BCO-DMO staff members work with investigators to manage marine biogeochemical, ecological, and oceanographic data and information developed in the course of scientific research. These valuable data sets are documented, stored, disseminated, and protected over short and intermediate time frames. One of the goals of the BCO-DMO is to facilitate regional, national, and international data and information exchange through improved data discovery, access, display, downloading, and interoperability. In May 2010, NSF released a statement to the effect that in October 2010, it is planning to require that all proposals include a data management plan in the form of a two-page supplementary document. The data management plan would be an element of the merit review process. NSF has long been committed to making data from NSF-funded research publicly available and the new policy will strengthen this commitment. BCO-DMO is poised to assist in creating the data management plans and in ultimately serving the data and information resulting from NSF OCE funded research. We will present an overview of the data management system capabilities including: geospatial and text-based data discovery and access systems; recent enhancements to data search tools; data

  6. 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

  7. Operations Management And Leadership; A Case-Study Of Implementation of Centralized Back Office Activities

    Directory of Open Access Journals (Sweden)

    Camelia Cojocaru

    2013-05-01

    Full Text Available The concept of leadership is extremely complex and very often, there is a confusion between leadership and management. Although people are using these words interchangeably, they play very different, but still essential, roles. This paper aims to present a case study regarding an implementation project in banking back-office activities, in order to prove the importance of managing correct the back-office resources, but in the same time the need for a vision that would lead the people toward the scope of a project. The paper describes the existence of a relationship between leadership and operational excellence, also.

  8. Measuring Satisfaction in the Program Manager, Procuring Contracting Officer Relationship

    Science.gov (United States)

    1997-12-01

    Contracting Officer) and one of her customers (a U. S. Navy Program Manager ). From an examination of this relationship , the most appropriate criteria... Customer Satisfaction, Performance Measurement, Metrics, Contracting, Program Management 17. SECURITY CLASSIFICATION OF REPORT Unclassified...methodology for developing an instrument to measure the satisfaction of their customers , Navy Program Managers . The purpose of this thesis was to develop

  9. 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

  10. 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....

  11. 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...

  12. The Office of Environmental Management technical reports: A bibliography

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1998-07-01

    The Office of Environmental Management`s (EM) technical reports bibliography is an annual publication that contains information on scientific and technical reports sponsored by the Office of Environmental Management added to the Energy Science and Technology Database from July 1, 1995--that were published from October 1, 1996--September 30, 1997. This information is divided into the following categories: Miscellaneous, Focus Areas and Crosscutting Programs, Support Programs, Technology Integration and International Technology Exchange, are now included in the Miscellaneous category. The Office of Environmental Management within the Department of Energy (DOE) is responsible for environmental restoration, waste management, technology development and facility transition and management. Subjects include: subsurface contaminants; mixed waste characterization, treatment and disposal; radioactive tank waste remediation; plutonium; deactivation and decommissioning; robotics; characterization, monitoring, and sensor technology; and efficient separations. 880 refs.

  13. 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.

  14. 76 FR 57749 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-09-16

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and.... FOR FURTHER INFORMATION CONTACT: Ms. Kenlinishia Tyler, Office of Information Management, telephone... reception facility standards. Advance notice information from vessels ensures effective management of...

  15. 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.

  16. Environmental management audit, Uranium Mill Tailings Remedial Action Project (UMTRA)

    International Nuclear Information System (INIS)

    1993-01-01

    The Office of Environment, Safety and Health (EH) has established, as part of the internal oversight responsibilities within Department of Energy (DOE), a program within the Office of Environmental Audit (EH-24), to conduct environmental audits at DOE's operating facilities. This document contains the results of the Environmental Management Audit of the Uranium Mill Tailings Remedial Action (UMTRA) Project. This Environmental Management Audit was conducted by the DOE's Office of Environmental Audit from October 26 through November 6, 1992. The audit's objective is to advise the Secretary as to the adequacy of UMTRA's environmental programs, and management organization in ensuring environmental protection and compliance with Federal, state, and DOE environmental requirements. This Environmental Management Audit's scope was comprehensive and covered all areas of environmental management with the exception of environmental programs pertaining to the implementation of the requirements of the National Environmental Policy Act (NEPA), which is the responsibility of the DOE Headquarters Office of NEPA Oversight

  17. 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.

  18. Transition Office Management and Accounting System

    Data.gov (United States)

    US Agency for International Development — TOMAS combined over 20 previously separate systems into one fully integrated management system covering budget, finance, procurement, travel, and emergency contact...

  19. Sample management implementation plan: Salt Repository Project

    International Nuclear Information System (INIS)

    1987-01-01

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

  20. Program Management Officer -Think Tank Initiative | IDRC ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    English · Français ... minutes and meeting reports of a technical nature to ensure discussions and decisions are well documented ... the Centre; Reviews project and program material and prepares synthesis documents of results, decisions, ...

  1. Program Management Officer | IDRC - International Development ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    English · Français ... Reviews project and program material and prepares synthesis documents of results, decisions, and directions for team discussion; Researches specific topics of interest to the program to enrich the knowledge of team ...

  2. 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...

  3. Document Management Projects: implementation guide

    Directory of Open Access Journals (Sweden)

    Beatriz Bagoin Guimarães

    2016-12-01

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

  4. Integrated project management type contracts

    International Nuclear Information System (INIS)

    Heisler, S.I.

    1975-01-01

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

  5. Research activities in radiation protection. Programme report 1997. Report on the departmental research programme of the Federal Ministry for Environment, Nature Conservation and Reactor Safety (BMU), performed under the scientific and administrative project management of the Federal Office for Radiation Protection (BfS)

    International Nuclear Information System (INIS)

    Schmitt-Hannig, A.; Goedde, R.; Thieme, M.

    1998-03-01

    On behalf of the Federal Ministry for Environment, Nature Conservation and Nuclear Safety (BMU), the Federal Office for Radiation Protection (BfS) is placing research and study contracts in the field of radiation protection. The results of these projects are used for developing radiation protection rules and to fulfill the special radiation protection tasks of the BMU, required by law. Planning, expert and administrative management, placing, assistance as well as expert evaluation of the results from these research projects lies within the responsibility of the Federal Office for Radiation Protection. This report provides information on preliminary and final results of radiation protection projects within the BMU Departmental Research Programme of the year 1997. (orig.) [de

  6. 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

  7. Office-based Management of Recurrent Respiratory Papilloma.

    Science.gov (United States)

    Motz, Kevin M; Hillel, Alexander T

    2016-06-01

    This review will highlight the indications and benefits of office-based therapy for recurrent respiratory papillomatosis (RRP) and discuss the utilization of photo-dynamic lasers and adjuvant medical therapy in office-based settings. Office-based management of RRP allows for more timely interventions, is preferred by the majority of patients, and negates the risk of general anesthesia. Current literature argues for the utilization of KTP laser over CO 2 laser for office-based treatment of RRP. Medical therapies for RRP are limited, but agents such as bevacizumab are promising and have been shown to reduce disease burden. Medical therapies that can induce disease remission are still needed. Office-based procedures save time and healthcare expenses compared to like procedures in the operating room. However, the increased frequency for office-based procedures predicts similar overall healthcare costs for office-based and OR laser excision of RRP. Office-based management of RRP is a feasible and well-tolerated strategy in appropriately selected patients with adequate local anesthesia.

  8. 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....

  9. 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.

  10. The Office of Science Data-Management Challenge

    Energy Technology Data Exchange (ETDEWEB)

    Mount, Richard P.; /SLAC

    2005-10-10

    Science--like business, national security, and even everyday life--is becoming more and more data intensive. In some sciences the data-management challenge already exceeds the compute-power challenge in its needed resources. Leadership in applying computing to science will necessarily require both world-class computing and world-class data management. The Office of Science program needs a leadership-class capability in scientific data management. Currently two-thirds of Office of Science research and development in data management is left to the individual scientific programs. About $18M/year is spent by the programs on data-management research and development targeted at their most urgent needs. This is to be compared with the $9M/year spent on data management by DOE computer science. This highly mission-directed approach has been effective, but only in meeting just the highest-priority needs of individual programs. A coherent, leadership-class, program of data management is clearly warranted by the scale and nature of the Office of Science programs. More directly, much of the Office of Science portfolio is in desperate need of such a program; without it, data management could easily become the primary bottleneck to scientific progress within the next five years. When grouped into simulation-intensive science, experiment/observation-intensive science, and information-intensive science, the Office of Science programs show striking commonalities in their data-management needs. Not just research and development but also packaging and hardening as well as maintenance and support are required. Meeting these needs is a medium- to long-term effort requiring a well-planned program of evolving investment. We propose an Office of Science Data-Management Program at an initial scale of $32M/year of new funding. The program should be managed by a Director charged with creating and maintaining a forward-looking approach to multiscience data-management challenges. The program

  11. 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.

  12. 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...

  13. 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.

  14. 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.

  15. 78 FR 3409 - Agency Information Collection Activities; Submission to the Office of Management and Budget for...

    Science.gov (United States)

    2013-01-16

    ...; Submission to the Office of Management and Budget for Review and Approval; Comment Request; Application for... Rehabilitation Act of 1973, as amended (Rehabilitation Act), to assist consumers and applicants in their relationships with projects, programs and services provided under the Rehabilitation Act including the...

  16. Toward Strategic Human Resource Management in the Central Office

    Science.gov (United States)

    Mosley Linhardt, Heather LeAnn

    2011-01-01

    The purpose of this study was to identify and explore how human resources are managed, what human resource management can look like, and what organizational issues, tensions, and ambiguities are likely to surface as a district central office moves toward being more strategic with their human resources. The research design was an exploratory case…

  17. 76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

    ... the Office of Strategic Planning and Management AGENCY: Office of the Chief Operating Officer, HUD... HUD (COO) redelegates to the Director, Office of Strategic Planning and Management, authority and... Director, Office of Strategic Planning and Management, authority and responsibility for the development and...

  18. 76 FR 62439 - Order of Succession for the Office of Disaster Management and National Security

    Science.gov (United States)

    2011-10-07

    ... Office of Disaster Management and National Security AGENCY: Office of the Secretary, HUD. ACTION: Notice... Succession for the Office of Disaster Management and National Security. This is the first order of succession... L. McClure, Acting Chief Disaster and National Security Officer, Office of Disaster Management and...

  19. 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.

  20. 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.

  1. 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...

  2. 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

  3. Office of Civilian Radioactive Waste Management annual report to Congress

    International Nuclear Information System (INIS)

    1985-05-01

    This is the second Annual Report on the activities and expenditures of the Office of Civilian Radioactive Waste Management (OCRWM) and covers the fiscal year ending September 30, 1984. Research over the past 30 years has shown that high-level radioactive waste and spent nuclear fuel can be safely disposed of in geologic repositories. This report provides an overview of the OCRWM organization. The specific accomplishments of the Office are presented. The Office's financial statements for fiscal years 1983 and 1984 are included, and a concluding chapter updates the report with a brief summary of key accomplishments since the end of fiscal year 1984. 9 figs., 5 tabs

  4. 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 ...

  5. 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....

  6. 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...

  7. The office management of ejaculatory disorders.

    Science.gov (United States)

    Jiann, Bang-Ping

    2016-08-01

    Premature ejaculation (PE), delayed ejaculation (DE), anejaculation (AE) and retrograde ejaculation (RE) are four main ejaculatory disorders (EjDs) observed in clinical practice. Despite their high prevalence, EjDs remain underdiagnosed and undertreated. Primary care physicians should incorporate the discussion of sexual health topics into routine visits to facilitate EjD diagnosis and treatment. Because the causes of EjDs are multifactorial, the management of EjDs is etiology-specific and may require a holistic approach. Dapoxetine, a selective serotonin reuptake inhibitor, is the only drug approved for on-demand treatment of lifelong and acquired PE. In clinical practice, scheduled follow-up visits, risk factor treatment, appropriate dose escalation, adequate sexual attempts, patient education, and partner involvement are critical factors responsible for optimal overall management of PE and dapoxetine treatment outcomes.

  8. 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.

  9. 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

  10. Project management as steppingstone of enterprises

    OpenAIRE

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

    2011-01-01

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

  11. 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.

  12. 75 FR 77379 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Science.gov (United States)

    2010-12-10

    ... Personnel Management Demonstration Project, Department of Navy, Office of Naval Research; Notice #0;#0..., authorizes the Secretary of Defense (SECDEF) to conduct personnel management demonstration projects at... to execute a process and plan to employ the Department's personnel management demonstration project...

  13. HISPANIC ENVIRONMENTAL AND WASTE MANAGEMENT OUTREACH PROJECT

    Energy Technology Data Exchange (ETDEWEB)

    Sebastian Puente

    1998-07-25

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

  14. HISPANIC ENVIRONMENTAL AND WASTE MANAGEMENT OUTREACH PROJECT

    International Nuclear Information System (INIS)

    Sebastian Puente

    1998-01-01

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

  15. 76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

    Science.gov (United States)

    2011-07-01

    ... Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD... Planning and Management, designates the Order of Succession for the Office of Strategic Planning and..., 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and Management...

  16. 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...

  17. 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...

  18. 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.

  19. Measurement of software project management effectiveness

    OpenAIRE

    Demir, Kadir Alpaslan

    2008-01-01

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

  20. Office of the Chief Financial Officer Annual Report 2009

    Energy Technology Data Exchange (ETDEWEB)

    Fernandez, Jeffrey

    2009-12-15

    Presented is the 2009 Chief Financial Officer's Annual Report. The data included in this report has been compiled from the Budget Office, the Controller, Procurement and Property Management and the Sponsored Projects Office.

  1. 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.

  2. 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.

  3. 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

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

    African Journals Online (AJOL)

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

  5. 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.

  6. 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.

  7. OCRWM [Office of Civilian Radioactive Waste Management] System Engineering Management Plant (SEMP)

    International Nuclear Information System (INIS)

    1990-02-01

    The Nuclear Waste Policy Act of 1982 established the Office of Civilian Radioactive Waste Management (OCRWM) in the Department of Energy (DOE) to implement a program for the safe and permanent disposal of spent nuclear fuel and high-level radioactive waste. To achieve this objective, the OCRWM is developing an integrated waste-management system consisting of three elements: the transportation system, the monitored retrievable storage (MRS) facility, and the mined geologic disposal system (MGDS). The development of such a system requires management of many diverse disciplines that are involved in research, siting, design, licensing, and external interactions. The purpose of this Systems Engineering Management Plan (SEMP) is to prescribe how the systems-engineering process will be implemented in the development of the waste-management system. Systems engineering will be used by the OCRWM to manage, integrate, and document all aspects of the technical development of the waste-management system and its system elements to ensure that the requirements of the waste-management program are met. It will be applied to all technical activities of the OCRWM program. It will be used by the OCRWM (1) to specify the sequence of technical activities necessary to define the requirements the waste-management system must satisfy, (2) to develop the waste-management system, can be optimized to most effectively satisfy the requirements. Furthermore, systems engineering will be used in the management of Program activities at the program, program-element, and project levels by specifying procedures, studies, reviews, and documentation requirements. 9 refs., 1 fig

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

    Science.gov (United States)

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

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

  9. 75 FR 59704 - Office of Management; Performance Review Board Membership

    Science.gov (United States)

    2010-09-28

    ... FURTHER INFORMATION CONTACT: Mary Beth Pultz, Director, Executive Resources Team, Human Resources Services... DEPARTMENT OF EDUCATION Office of Management; Performance Review Board Membership AGENCY... Department of Education for 2010 is composed of career and non-career senior executives. The PRB reviews and...

  10. 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.

  11. Projects at the Western Environmental Technology Office. Quarterly technical progress report, April 1--June 30, 1995

    International Nuclear Information System (INIS)

    1995-01-01

    This report contains brief outlines of the multiple projects under the responsibility of the Western Environmental Technology Office in Butte Montana. These projects include biomass remediation, remediation of contaminated soils, mine waste technology, and several other types of remediation

  12. 75 FR 11910 - Justice Management Division; Office of Attorney Recruitment and Management; Agency Information...

    Science.gov (United States)

    2010-03-12

    ... submitting the following information collection request to the Office of Management and Budget (OMB) for... Management and Budget, Office of Information and Regulatory Affairs, Attention: Department of Justice Desk... the Department in scheduling travel and/or hotel accommodations, which in turn provides the estimated...

  13. 75 FR 13573 - Justice Management Division, Office of Attorney Recruitment and Management; Agency Information...

    Science.gov (United States)

    2010-03-22

    ... and clearance in accordance with the Paperwork Reduction Act of 1995. Office of Management and Budget... Management and Budget, Office of Information and Regulatory Affairs, Attention: Department of Justice Desk... form is the Travel Survey--used by the Department in scheduling travel and/or hotel accommodations...

  14. 75 FR 1081 - Justice Management Division; Office of Attorney Recruitment and Management; Agency Information...

    Science.gov (United States)

    2010-01-08

    ... submitting the following information collection request to the Office of Management and Budget (OMB) for... Management and Budget, Office of Information and Regulatory Affairs, Attention: Department of Justice Desk... Survey--used by the Department in scheduling travel and/or hotel accommodations, which in turn provides...

  15. Comparison of Conflict Management Strategies of Physical Education Office Managers Based on some Demographic Characteristics

    OpenAIRE

    Fatemeh Ghorbanalizadeh Ghaziani; Mohsen Moadi; Siavash Khodaparast Sareshkeh

    2013-01-01

    The purpose of study was comparison of conflict management strategies of physical education office managers based on their some demographic characteristics. All of managers of physical education office of Mazandaran (n = 15) and Guilan (n = 16) province and their assistant [(n = 15) and (n =16) respectively] response to Putnam and Wilson’s “organizational communication conflict instrument (OCCI)”.Analysis showed that Mazandaran’s and Guilan’s managers and their assistant hadn’t differences to...

  16. Office of Nuclear Energy Knowledge Management Program Situational Analysis Report

    Energy Technology Data Exchange (ETDEWEB)

    Kimberlyn C. Mousseau

    2011-12-01

    Knowledge management (KM) has been a high priority for the Department of Energy (DOE) Office of Nuclear Energy (NE) for the past several years. NE Programs are moving toward well-established knowledge management practices and a formal knowledge management program has been established. Knowledge management is being practiced to some level within each of the NE programs. Although it continues to evolve as NE programs evolve, a formal strategic plan that guides the implementation of KM has been developed. Despite the acceptance of KM within DOE NE, more work is necessary before the NE KM program can be considered fully successful. Per Dr. David J. Skyrme[1], an organization typically moves through the following evolutionary phases: (1) Ad-hoc - KM is being practiced to some level in some parts of the organization; (2) Formal - KM is established as a formal project or program; (3) Expanding - the use of KM as a discipline grows in practice across different parts of the organization; (4) Cohesive - there is a degree of coordination of KM; (5) Integrated - there are formal standards and approaches that give every individual access to most organizational knowledge through common interfaces; and (6) Embedded - KM is part-and-parcel of everyday tasks; it blends seamlessly into the background. According to the evolutionary phases, the NE KM program is operating at the two lower levels, Ad-hoc and Formal. Although KM is being practiced to some level, it is not being practiced in a consistent manner across the NE programs. To be fully successful, more emphasis must be placed on establishing KM standards and processes for collecting, organizing, sharing and accessing NE knowledge. Existing knowledge needs to be prioritized and gathered on a routine basis, its existence formally recorded in a knowledge inventory. Governance to ensure the quality of the knowledge being used must also be considered. For easy retrieval, knowledge must be organized according to a taxonomy that

  17. 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

  18. [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.

  19. 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...

  20. 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.

  1. 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....

  2. 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

  3. 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...

  4. 77 FR 65541 - Agency Information Collection Activities; Submission to the Office of Management and Budget for...

    Science.gov (United States)

    2012-10-29

    ... and Records Management Services, Office of Management, publishes this notice containing proposed...; Submission to the Office of Management and Budget for Review and Approval; Comment Request; Impact Evaluation..., Information and Records Management Services, Office of Management. [FR Doc. 2012-26519 Filed 10-26-12; 8:45 am...

  5. 77 FR 64394 - Redelegation of Authority for Office of Field Policy and Management

    Science.gov (United States)

    2012-10-19

    ...'s decision, through the Office of Field Policy and Management leadership. Only the program Assistant... for Office of Field Policy and Management AGENCY: Office of Field Policy and Management, HUD. [[Page... Secretary for Field Policy and Management redelegates certain operational management authority to the HUD...

  6. 76 FR 39874 - Information Collection Approved by the Office of Management and Budget

    Science.gov (United States)

    2011-07-07

    ... FEDERAL COMMUNICATIONS COMMISSION Information Collection Approved by the Office of Management and... Commission has received Office of Management and Budget (OMB) approval for the following public information... the carriers through the Automated Reporting Management Information System (ARMIS). Federal...

  7. Office of Civilian Radioactive Waste Management annual report to Congress

    International Nuclear Information System (INIS)

    1986-03-01

    This is the third annual report on the activities and expenditures of the Office of Civilian Radioactive Waste Management (OCRWM) and covers the period from October 1, 1984 through September 30, 1985. The following were among the most significant accomplishments during FY 1985: publication of the mission plan; creation of a systems integration capability; publication of draft environmental assessments; development of a program management system and implementation of a comprehensive approach of ''managing for quality'' in all program activities; and development of new initiatives and more consistent interactions in the area of institutional relationships. The Office's financial statements for fiscal years 1984 and 1985 are included, and a concluding chapter updates the report with a brief summary of highlights of accomplishments following the end of fiscal year 1985. 96 refs., 10 figs., 5 tabs

  8. Essential Approach of Maintenance Management System of Office Building

    Directory of Open Access Journals (Sweden)

    Masyatul Husna Othman

    2013-09-01

    Full Text Available Buildings will be worn-out, dilapidated and dirty as time goes by; but with good maintenance management we can at least prolong the lifespan of building longer as well as provide the building services and keep the building performance at it ultimate level. The importance of carrying out a systematic and routine maintenance works as part of works to conserve building performance is often neglected due to various factors including due to misunderstanding on the needs of the maintenance works itself and budget allocated. Thus, the purpose of the present study was to evaluating the level of maintenance management and quality of services in office buildings. This study also sought to answer the following question to determine the basic approach of maintenance management system used for office buildings.

  9. Presenting a Framework for Conceptualizing Knowledge Management Office

    Directory of Open Access Journals (Sweden)

    Narges Farzaneh

    2018-03-01

    Full Text Available Designing an effective structure for knowledge management is one of the critical factors for its success in the organization. Structuring to KM and identifying the experts of this field in the structure of the organization is necessary to achieve the sustained and continuous benefits of knowledge management. This paper deals with the conceptualizing of knowledge management office as the organizational structure for effective management of knowledge. For this purpose, Meta-synthesize methodology was adopted. From 198 sources founded, 12 articles were consistent with accepted standards. As a result of combining the findings, concept of knowledge management office was figured with 54 codes, 12 concepts in the four themes including purpose (Strategic and Functional, structure (Centralized and Decentralized and Mixed, function (Strategies, Processes and Mechanisms and role (KM Committee, CKO, knowledge manager, Knowledge Representative. Organizations can use the results of this study to establish an appropriate structure of knowledge management. According to research, any article was not found by the researchers that have has this integrity and methodology. So, this paper has innovation.

  10. 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

  11. 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...

  12. 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...

  13. 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.

  14. 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

  15. 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.

  16. 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...

  17. 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

  18. 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

  19. 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.

  20. 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...

  1. 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

  2. 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...

  3. Project Management Plan for the INEL technology logic diagrams

    International Nuclear Information System (INIS)

    Rudin, M.J.

    1992-10-01

    This Project Management Plan (PjMP) describes the elements of project planning and control that apply to activities outlined in Technical Task Plan (TTP) ID-121117, ''Technology Logic Diagrams For The INEL.'' The work on this project will be conducted by personnel in EG ampersand G Idaho, Inc.'s Waste Technology Development Program. Technology logic diagrams represent a formal methodology to identify technology gaps or needs within Environmental Restoration/Waste Management Operations, which will focus on Office of Environmental Restoration and Waste Management (EM-50) research and development, demonstration, test, and evaluation efforts throughout the US Department of Energy complex. This PjMP describes the objectives, organization, roles and responsibilities, workscope and processes for implementing and managing the technology logic diagram for the Idaho National Engineering Laboratory project

  4. In-office management of sport-related concussion.

    Science.gov (United States)

    Reynolds, Erin; Collins, Michael W

    2014-01-01

    The field of sport-related concussion has grown exponentially over the past decade, with more concussion-specific clinics being identified in major hospital systems as well as independent practitioner's offices. To date, there is no standardized in-office protocol for managing ongoing symptoms. The University of Pittsburgh Medical Center (UPMC) Sports Concussion Program, established in 2000, is one of the largest programs in the USA, pioneering the way in clinical management, research, and education of sport-related concussion. This report will outline the essential components of a successful concussion clinic, using the UPMC Sports Concussion Program as a case example of best practice. We will share several case studies illustrating the individualized and complex nature of this injury, as well as review important rehabilitation components. © 2014 S. Karger AG, Basel.

  5. 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...

  6. 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...

  7. 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...

  8. 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.

  9. 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.

  10. 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

  11. 41 CFR 105-50.402 - Reports submitted to the Office of Management and Budget.

    Science.gov (United States)

    2010-07-01

    ... Office of Management and Budget. 105-50.402 Section 105-50.402 Public Contracts and Property Management... submitted to the Office of Management and Budget. Copies of the foregoing reports will be submitted by the Administrator to the Office of Management and Budget not later than March 30 of each year. ...

  12. 78 FR 64204 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Science.gov (United States)

    2013-10-28

    ... Personnel Management Demonstration Project, Department of Navy, Office of Naval Research (ONR); Amendment... ONR Personnel Management Demonstration Project (75 FR 77380-77447, December 10, 2010). SUMMARY: On December 10, 2010 (75 FR 77380-77447), DoD published a notice of approval of a personnel management...

  13. Experiences of unemployed clients with services offered them by the front office of the Bridge project

    OpenAIRE

    Twum, Sampson

    2010-01-01

    The purpose of this study was to examine the experiences of unemployed clients of the Bridge project to the services offered them by the front office. The Bridge project organises programs to ease immigrant’s integration. The project also aid immigrant’s integration with supervision, information and education through front office activity. This study used a qualitative research approach and the method of data collection was in-depth interviews. The participants were selected using snow b...

  14. Understrength Air Force Officer Career Fields. A Force Management Approach

    Science.gov (United States)

    2005-01-01

    LtCol John Crown (DPSA). In addition, we had very helpful interviews with Mr. Vaughan Blackstone (DPAPP) and Mr. Dennis Miller (DPPAO). Also at...problems in managing personnel assignments. First, there is a high " tax " for special-duty jobs that requires them to place personnel officers into...targeted year-groups populated above the ideal force- structure line (called TOPLINE), in the run up to the RIF of 1992, the desire to avoid or

  15. HR role of Front Office Manager in a hotel chain

    OpenAIRE

    Kývalová, Markéta

    2011-01-01

    The aim of the thesis is to analyze the activities carried out by executive (Front Office Manager) in a specific company. The thesis first explains the concept of personal work of individual personnel actions and then analyzes the procedures used in the company Prague Spirit Group Ltd., which operates in the hotel industry. Individual personal activities, such as organizing workers, staff selection and adaptation, evaluation, remuneration and training of personnel and labor relations are comp...

  16. Site report for the office information management conference

    Energy Technology Data Exchange (ETDEWEB)

    Thompson, G.P.

    1989-12-31

    The charter of the End User Services Section is to plan and support office information systems for Savannah River Site organizations and be the first point of contact for users of Information Resource Management Department computer services. This includes personal workstation procurement, electronic mail, computer aided design, operations analysis, and access to information systems both on and off site. The mission also includes the training and support of personnel in the effective use of the new and existing systems.

  17. Site report for the office information management conference

    Energy Technology Data Exchange (ETDEWEB)

    Thompson, G.P.

    1989-01-01

    The charter of the End User Services Section is to plan and support office information systems for Savannah River Site organizations and be the first point of contact for users of Information Resource Management Department computer services. This includes personal workstation procurement, electronic mail, computer aided design, operations analysis, and access to information systems both on and off site. The mission also includes the training and support of personnel in the effective use of the new and existing systems.

  18. 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

  19. US Department of Energy Grand Junction Projects Office Remedial Action Project, final report of the decontamination and decommissioning of Building 36 at the Grand Junction Projects Office Facility

    International Nuclear Information System (INIS)

    Widdop, M.R.

    1996-08-01

    The U.S. Department of Energy (DOE) Grand Junction Projects Office (GJPO) occupies a 61.7-acre facility along the Gunnison River near Grand Junction, Colorado. This site was contaminated with uranium ore and mill tailings during uranium refining activities of the Manhattan Engineer District and during pilot milling experiments conducted for the U.S. Atomic Energy Commission's domestic uranium procurement program. The DOE Defense Decontamination and Decommissioning Program established the GJPO Remedial Action Project to clean up and restore the facility lands, improvements, and the underlying aquifer. The site contractor for the facility, Rust Geotech, also is the remedial action contractor. Building 36 was found to be radiologically contaminated and was demolished in 1996. The soil beneath the building was remediated in accordance with identified standards and can be released for unlimited exposure and unrestricted use. This document was prepared in response to a DOE request for an individual final report for each contaminated GJPO building

  20. 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.

  1. UNITED STATES DEPARTMENT OF ENERGY OFFICE OF ENVIRONMENTAL MANAGEMENT WASTE PROCESSING ANNUAL TECHNOLOGY DEVELOPMENT REPORT 2008

    Energy Technology Data Exchange (ETDEWEB)

    Bush, S.

    2009-11-05

    The Office of Waste Processing identifies and reduces engineering and technical risks and uncertainties of the waste processing programs and projects of the Department of Energy's Environmental Management (EM) mission through the timely development of solutions to technical issues. The risks, and actions taken to mitigate those risks, are determined through technology readiness assessments, program reviews, technology information exchanges, external technical reviews, technical assistance, and targeted technology development and deployment. The Office of Waste Processing works with other DOE Headquarters offices and project and field organizations to proactively evaluate technical needs, identify multi-site solutions, and improve the technology and engineering associated with project and contract management. Participants in this program are empowered with the authority, resources, and training to implement their defined priorities, roles, and responsibilities. The Office of Waste Processing Multi-Year Program Plan (MYPP) supports the goals and objectives of the U.S. Department of Energy (DOE) - Office of Environmental Management Engineering and Technology Roadmap by providing direction for technology enhancement, development, and demonstration that will lead to a reduction of technical risks and uncertainties in EM waste processing activities. The MYPP summarizes the program areas and the scope of activities within each program area proposed for the next five years to improve safety and reduce costs and environmental impacts associated with waste processing; authorized budget levels will impact how much of the scope of activities can be executed, on a year-to-year basis. Waste Processing Program activities within the Roadmap and the MYPP are described in these seven program areas: (1) Improved Waste Storage Technology; (2) Reliable and Efficient Waste Retrieval Technologies; (3) Enhanced Tank Closure Processes; (4) Next-Generation Pretreatment Solutions; (5

  2. United States Department Of Energy Office Of Environmental Management Waste Processing Annual Technology Development Report 2008

    International Nuclear Information System (INIS)

    Bush, S.

    2009-01-01

    The Office of Waste Processing identifies and reduces engineering and technical risks and uncertainties of the waste processing programs and projects of the Department of Energy's Environmental Management (EM) mission through the timely development of solutions to technical issues. The risks, and actions taken to mitigate those risks, are determined through technology readiness assessments, program reviews, technology information exchanges, external technical reviews, technical assistance, and targeted technology development and deployment. The Office of Waste Processing works with other DOE Headquarters offices and project and field organizations to proactively evaluate technical needs, identify multi-site solutions, and improve the technology and engineering associated with project and contract management. Participants in this program are empowered with the authority, resources, and training to implement their defined priorities, roles, and responsibilities. The Office of Waste Processing Multi-Year Program Plan (MYPP) supports the goals and objectives of the U.S. Department of Energy (DOE) - Office of Environmental Management Engineering and Technology Roadmap by providing direction for technology enhancement, development, and demonstration that will lead to a reduction of technical risks and uncertainties in EM waste processing activities. The MYPP summarizes the program areas and the scope of activities within each program area proposed for the next five years to improve safety and reduce costs and environmental impacts associated with waste processing; authorized budget levels will impact how much of the scope of activities can be executed, on a year-to-year basis. Waste Processing Program activities within the Roadmap and the MYPP are described in these seven program areas: (1) Improved Waste Storage Technology; (2) Reliable and Efficient Waste Retrieval Technologies; (3) Enhanced Tank Closure Processes; (4) Next-Generation Pretreatment Solutions; (5

  3. 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

  4. 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

  5. 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

  6. 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.

  7. 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...

  8. Office management of gait disorders in the elderly.

    Science.gov (United States)

    Lam, Robert

    2011-07-01

    To provide family physicians with an approach to office management of gait disorders in the elderly. Ovid MEDLINE was searched from 1950 to July 2010 using subject headings for gait or neurologic gait disorders combined with physical examination. Articles specific to family practice or family physicians were selected. Relevant review articles and original research were used when appropriate and applicable to the elderly. Gait and balance disorders in the elderly are difficult to recognize and diagnose in the family practice setting because they initially present with subtle undifferentiated manifestations, and because causes are usually multifactorial, with multiple diseases developing simultaneously. To further complicate the issue, these manifestations can be camouflaged in elderly patients by the physiologic changes associated with normal aging. A classification of gait disorders based on sensorimotor levels can be useful in the approach to management of this problem. Gait disorders in patients presenting to family physicians in the primary care setting are often related to joint and skeletal problems (lowest-level disturbances), as opposed to patients referred to neurology specialty clinics with sensory ataxia, myelopathy, multiple strokes, and parkinsonism (lowest-, middle-, and highest-level disturbances). The difficulty in diagnosing gait disorders stems from the challenge of addressing early undifferentiated disease caused by multiple disease processes involving all sensorimotor levels. Patients might present with a nonspecific "cautious" gait that is simply an adaptation of the body to disease limitations. This cautious gait has a mildly flexed posture with reduced arm swing and a broadening of the base of support. This article reviews the focused history (including medication review), practical physical examination, investigations, and treatments that are key to office management of gait disorders. Family physicians will find it helpful to classify gait

  9. 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

  10. 76 FR 68756 - Public Information Collections Approved by the Office of Management and Budget (OMB)

    Science.gov (United States)

    2011-11-07

    ... FEDERAL COMMUNICATIONS COMMISSION Public Information Collections Approved by the Office of Management and Budget (OMB) AGENCY: Federal Communications Commission. ACTION: Notice. SUMMARY: The Federal Communications Commission has received Office of Management and Budget (OMB) approval for the following public...

  11. 76 FR 65729 - Agency Information Collection Activities; Announcement of Office of Management and Budget...

    Science.gov (United States)

    2011-10-24

    ... ``Temporary Marketing Permit Applications'' has been approved by the Office of Management and Budget (OMB...] Agency Information Collection Activities; Announcement of Office of Management and Budget Approval; Temporary Marketing Permit Applications AGENCY: Food and Drug Administration, HHS. ACTION: Notice. SUMMARY...

  12. 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...

  13. State of Nevada, Agency for Nuclear Projects/Nuclear Waste Project Office narrative report, January 1992

    International Nuclear Information System (INIS)

    1992-01-01

    The Agency for Nuclear Projects/Nuclear Waste Project Office (NWPO) is the State of Nevada agency designated by State law to monitor and oversee US Department of Energy (DOE) activities relative to the possible siting, construction, operation and closure of a high-level nuclear waste repository at Yucca Mountain and to carry out the State of Nevada's responsibilities under the Nuclear Waste Policy Act of 1982. During the reporting period the NWPO continued to work toward the five objectives designed to implement the Agency's oversight responsibilities: (1) Assure that the health and safety of Nevada's citizens are adequately protected with regard to any federal high-level radioactive waste program within the State; (2) Take the responsibilities and perform the duties of the State of Nevada as described in the Nuclear Waste Policy Act of 1982 (Public Law 97-425) and the Nuclear Waste Policy Amendments Act of 1987; (3) Advise the Governor, the State Commission on Nuclear Projects and the Nevada State Legislature on matters concerning the potential disposal of high-level radioactive waste in the State; (4) Work closely and consult with affected local governments and State agencies; (5) Monitor and evaluate federal planning and activities regarding high-level radioactive waste disposal. Plan and conduct independent State studies regarding the proposed repository

  14. 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.

  15. Office of Civilian Radioactive Waste Management annual report to Congress

    International Nuclear Information System (INIS)

    1990-12-01

    This seventh Annual Report to Congress by the Office of Civilian Radioactive Waste Management (OCRWM) describes activities and expenditures of the Office during fiscal years (FY) 1989 and 1990. In November 1989, OCRWM is responsible for disposing of the Nation's spent nuclear fuel and high-level radioactive waste in a manner that protects the health and safety of the public and the quality of the environment. To direct the implementation of its mission, OCRWM has established the following objectives: (1) Safe and timely disposal: to establish as soon as practicable the ability to dispose of radioactive waste in a geologic repository licensed by the NRC. (2) Timely and adequate waste acceptance: to begin the operation of the waste management system as soon as practicable in order to obtain the system development and operational benefits that have been identified for the MRS facility. (3) Schedule confidence: to establish confidence in the schedule for waste acceptance and disposal such that the management of radioactive waste is not an obstacle to the nuclear energy option. (4) System flexibility: to ensure that the program has the flexibility necessary for adapting to future circumstances while fulfilling established commitments. To achieve these objectives, OCRWM is developing a waste management system consisting of a geologic repository for permanent disposed deep beneath the surface of the earth, a facility for MRS, and a system for transporting the waste

  16. Grand Junction Projects Office Remedial Action Project Building 2 public dose evaluation. Final report

    International Nuclear Information System (INIS)

    Morris, R.

    1996-05-01

    Building 2 on the U.S. Department of Energy (DOE) Grand Junction Projects Office (GJPO) site, which is operated by Rust Geotech, is part of the GJPO Remedial Action Program. This report describes measurements and modeling efforts to evaluate the radiation dose to members of the public who might someday occupy or tear down Building 2. The assessment of future doses to those occupying or demolishing Building 2 is based on assumptions about future uses of the building, measured data when available, and predictive modeling when necessary. Future use of the building is likely to be as an office facility. The DOE sponsored program, RESRAD-BUILD, Version. 1.5 was chosen for the modeling tool. Releasing the building for unrestricted use instead of demolishing it now could save a substantial amount of money compared with the baseline cost estimate because the site telecommunications system, housed in Building 2, would not be disabled and replaced. The information developed in this analysis may be used as part of an as low as reasonably achievable (ALARA) cost/benefit determination regarding disposition of Building 2

  17. 77 FR 71711 - Commission's Rules Regarding the Office of Managing Director and the Office of Inspector General

    Science.gov (United States)

    2012-12-04

    ...In this document, the Federal Communications Commission (Commission) amends its rules to reassign to the Office of Managing Director (OMD) certain audit activities formerly assigned to the Office of Inspector General (OIG). The activities concern oversight of the annual audit of the Universal Service Administrative Corporation (USAC) required by the Commission's rules. In addition, the Commission delegates of authority to OMD, in consultation with the Office of General Counsel, to issue subpoenas concerning matters within its jurisdiction.

  18. 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...

  19. Accelerating Project and Process Improvement using Advanced Software Simulation Technology: From the Office to the Enterprise

    Science.gov (United States)

    2010-04-29

    Technology: From the Office Larry Smith Software Technology Support Center to the Enterprise 517 SMXS/MXDEA 6022 Fir Avenue Hill AFB, UT 84056 801...2010 to 00-00-2010 4. TITLE AND SUBTITLE Accelerating Project and Process Improvement using Advanced Software Simulation Technology: From the Office to

  20. 77 FR 6571 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2012-02-08

    ... Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... Management Facility (DMF) at the U.S. Department of Transportation (DOT). To avoid duplicate submissions...

  1. 76 FR 52336 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2011-08-22

    ...-0094 and 1625- 0096] Information Collection Requests to Office of Management and Budget AGENCY: Coast... Office of Management and Budget (OMB), Office of Information and Regulatory Affairs (OIRA), requesting... docket number [USCG-2011-0737] to the Docket Management Facility (DMF) at the U.S. Department of...

  2. 76 FR 15330 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-03-21

    ...-0022, 1625-0029 and 1625-0031] Information Collection Request to Office of Management and Budget AGENCY... (ICRs) to the Office of Management and Budget (OMB), Office of Information and Regulatory Affairs (OIRA... submit comments identified by Coast Guard docket number [USCG-2011-0119] to the Docket Management...

  3. 48 CFR 301.106 - Office of Management and Budget approval under the Paperwork Reduction Act.

    Science.gov (United States)

    2010-10-01

    ... Issuance 301.106 Office of Management and Budget approval under the Paperwork Reduction Act. (a) The... approval from the Office of Management and Budget (OMB) before collecting the same information from 10 or... 48 Federal Acquisition Regulations System 4 2010-10-01 2010-10-01 false Office of Management and...

  4. 7 CFR 1940.350 - Office of Management and Budget (OMB) control number.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 13 2010-01-01 2009-01-01 true Office of Management and Budget (OMB) control number....350 Office of Management and Budget (OMB) control number. The collection of information requirements in this regulation has been approved by the Office of Management and Budget and has been assigned OMB...

  5. 76 FR 52338 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-08-22

    ... Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... Coast Guard docket number [USCG-2011-0750] to the Docket Management Facility (DMF) at the U.S...

  6. 77 FR 46760 - Information Collections Approved by the Office of Management and Budget

    Science.gov (United States)

    2012-08-06

    ... approved by the Office of Management and Budget. SUMMARY: The Federal Communications Commission has received the Office of Management and Budget (OMB) approval for the following public information collection... FEDERAL COMMUNICATIONS COMMISSION Information Collections Approved by the Office of Management and...

  7. 76 FR 3876 - Information Collection Request Submitted to Office of Management and Budget

    Science.gov (United States)

    2011-01-21

    ... United States will submit an Information Collection Request (ICR) to the Office of Management and Budget... Affairs, Office of Management and Budget. Comments should be addressed to the attention of the Desk..., Office of Management and Budget, Docket Library, Room 10102, 725 17th Street, NW., Washington, DC 20503...

  8. 10 CFR 1.41 - Office of Federal and State Materials and Environmental Management Programs.

    Science.gov (United States)

    2010-01-01

    ... Environmental Management Programs. (a) The Office of Federal and State Materials and Environmental Management...) The Office of Federal and State Materials and Environmental Management Programs— (1) Plans and directs... 10 Energy 1 2010-01-01 2010-01-01 false Office of Federal and State Materials and Environmental...

  9. 5 CFR 532.705 - Appeal to the Office of Personnel Management.

    Science.gov (United States)

    2010-01-01

    ... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Appeal to the Office of Personnel Management. 532.705 Section 532.705 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PREVAILING RATE SYSTEMS Job Grading Reviews and Appeals § 532.705 Appeal to the Office of Personnel Management. (a)(1) An employee may...

  10. 76 FR 68772 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2011-11-07

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... CONTACT: Contact Ms. Kenlinishia Tyler, Office of Information Management, telephone (202) 475-3652, or fax... vessel to provide information that details the vessel operator's ballast water management efforts. Need...

  11. 16 CFR 1000.19 - Office of Financial Management, Planning and Evaluation.

    Science.gov (United States)

    2010-01-01

    ... 16 Commercial Practices 2 2010-01-01 2010-01-01 false Office of Financial Management, Planning and... COMMISSION ORGANIZATION AND FUNCTIONS § 1000.19 Office of Financial Management, Planning and Evaluation. The Office of Financial Management, Planning and Evaluation is responsible for developing the Commission's...

  12. 5 CFR 792.104 - Responsibilities of the Office of Personnel Management.

    Science.gov (United States)

    2010-01-01

    ... § 792.104 Responsibilities of the Office of Personnel Management. OPM shall provide overall leadership... 5 Administrative Personnel 2 2010-01-01 2010-01-01 false Responsibilities of the Office of Personnel Management. 792.104 Section 792.104 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT...

  13. 75 FR 27366 - OLMS Listens: Office of Labor-Management Standards Stakeholder Meeting

    Science.gov (United States)

    2010-05-14

    ... DEPARTMENT OF LABOR Office of Labor-Management Standards OLMS Listens: Office of Labor-Management Standards Stakeholder Meeting AGENCY: Office of Labor-Management Standards, Department of Labor. ACTION... stakeholders and other interested parties to provide individual comments and suggestions. All interested...

  14. 46 CFR 11.470 - Officer endorsements as offshore installation manager.

    Science.gov (United States)

    2010-10-01

    ... 46 Shipping 1 2010-10-01 2010-10-01 false Officer endorsements as offshore installation manager... Officer endorsements as offshore installation manager. (a) Officer endorsements as offshore installation manager (OIM) include: (1) OIM Unrestricted; (2) OIM Surface Units on Location; (3) OIM Surface Units...

  15. 76 FR 26746 - Information Collection Requests to Office of Management and Budget; OMB Control Numbers: 1625...

    Science.gov (United States)

    2011-05-09

    ... Office of Management and Budget; OMB Control Numbers: 1625-0077, 1625-0085 and 1625-0112 AGENCY: Coast... Office of Management and Budget (OMB), Office of Information and Regulatory Affairs (OIRA), requesting an... identified by Coast Guard docket number [USCG-2011-0336] to the Docket Management Facility (DMF) at the U.S...

  16. 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.

  17. 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.

  18. 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.

  19. Enhancement of the FDOT's project level and network level bridge management analysis tools

    Science.gov (United States)

    2011-02-01

    Over several years, the Florida Department of Transportation (FDOT) has been implementing the AASHTO Pontis Bridge Management System to support network-level and project-level decision making in the headquarters and district offices. Pontis is an int...

  20. 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...

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

    Science.gov (United States)

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

    2010-01-01

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

  2. 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

  3. 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...

  4. Chosen aspects of innovative projects management

    Directory of Open Access Journals (Sweden)

    J. Gawlik

    2010-07-01

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

  5. 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...

  6. 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…

  7. 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…

  8. 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.

  9. 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.

  10. 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.

  11. 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

  12. Experience of the Low-Level Radioactive Waste Management Office with EARP

    International Nuclear Information System (INIS)

    Franklin, B.J.; Pollock, R.W.

    1996-01-01

    The Low-Level Radioactive Waste Management Office (LLRWMO) was established by the federal government in 1982 to carry out the government's responsibilities for low-level radioactive waste (LLRW) management in Canada. The LLRWMO mandate includes the resolution of historic waste problems which are a federal responsibility. Assessment of LLRWMO projects in accordance with the federal Environmental Assessment Review Process (EARP) has been a long-standing requirement, both as a matter of AECL policy and because the work is federally funded. Several projects have required interim storage at, or near, the original waste site. This aspect, interim storage, can be controversial, and is the primary focus of this paper. Specifically, the paper describes LLRWMO experience with environmental assessment, including public consultation as an integral part of the assessment process, for projects from 1983 to present which have involved substantial volumes of contaminated soil. (author)

  13. 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.

  14. Reducing RN Vacancy Rate: A Nursing Recruitment Office Process Improvement Project.

    Science.gov (United States)

    Hisgen, Stephanie A; Page, Nancy E; Thornlow, Deirdre K; Merwin, Elizabeth I

    2018-06-01

    The aim of this study was to reduce the RN vacancy rate at an academic medical center by improving the hiring process in the Nursing Recruitment Office. Inability to fill RN positions can lead to higher vacancy rates and negatively impact staff and patient satisfaction, quality outcomes, and the organization's bottom line. The Model for Improvement was used to design and implement a process improvement project to improve the hiring process from time of interview through the position being filled. Number of days to interview and check references decreased significantly, but no change in overall time to hire and time to fill positions was noted. RN vacancy rate also decreased significantly. Nurse manager satisfaction with the hiring process increased significantly. Redesigning the recruitment process supported operational efficiencies of the organization related to RN recruitment.

  15. 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...

  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. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: Honolulu Weather Forecast Office (HFO WFO) - Lanai

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  20. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: Guam Weather Forecast Office (GUM WFO) - Guam

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  1. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: Boston Weather Forecast Office (BOX WFO) - Massachusetts and Rhode Island

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  2. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: Caribou Weather Forecast Office (CAR WFO) - Maine

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  3. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: Honolulu Weather Forecast Office (HFO WFO) - Hawaii Island

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  4. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: Honolulu Weather Forecast Office (HFO WFO) - Maui

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  5. NOAA Office for Coastal Management Coastal Inundation Digital Elevation Model: National Weather Service Forecast Office - Charleston (CHS)

    Data.gov (United States)

    National Oceanic and Atmospheric Administration, Department of Commerce — These data were created as part of the National Oceanic and Atmospheric Administration Office for Coastal Management's efforts to create an online mapping viewer...

  6. Agency for Nuclear Projects/Nuclear Waste Project Office final progress report

    International Nuclear Information System (INIS)

    1992-01-01

    The Nevada Agency for Nuclear Projects/Nuclear Waste Project Office (NWPO) was formally established by Executive Policy in 1983 following passage of the federal Nuclear Waste Policy Act of 1982 (Act). That Act provides for the systematic siting, construction, operation, and closure of high-level radioactive defense and research by-products and other forms of high-level radioactive waste from around the country which will be stored at such repositories. In 1985 the Nevada legislature formally established the NWPO as a distinct and statutorily authorized agency to provide support to the Governor and State Legislature on matters concerning the high-level nuclear waste programs. The NWPO utilized a small, central staff supplemented by contractual services for needed technical and specialized expertise in order to provide high quality oversight and monitoring of federal activities, to conduct necessary independent studies, and to avoid unnecessary duplication of efforts. This report summarizes the results of this ongoing program to ensure that risks to the environment and to human safety are minimized. It includes findings in the areas of hydrogeology, geology, quality assurance activities, repository engineering, legislature participation, socioeconomic affects, risk assessments, monitoring programs, public information dissemination, and transportation activities. The bulk of the reporting deals with the Yucca Mountain facility

  7. 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...

  8. 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

  9. 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...

  10. 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 ...

  11. Intelligent Materials Tracking System for Construction Projects Management

    Directory of Open Access Journals (Sweden)

    Narimah Kasim

    2015-05-01

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

  12. 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.

  13. 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...

  14. 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...

  15. 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....

  16. 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...

  17. UMTRA project office federal employee occupational safety and health program plan

    International Nuclear Information System (INIS)

    1994-06-01

    This document establishes the Federal Employee Occupational Safety and Health (FEOSH) Program for the US Department of Energy (DOE) Uranium Mill Tailings Remedial Action (UMTRA) Project Office. This program will ensure compliance with applicable requirements of DOE Order 3790.1B and DOE Albuquerque Operations Office (AL) Order 3790.lA. FEOSH Program responsibilities delegated by the DOE-AL to the UMTRA Project Office by AL Order 3790.1A also are assigned. The UMTRA Project Office has developed the UMTRA Project Environmental, Safety, and Health (ES ampersand H) Plan (DOE, 1992), which establishes the basic programmatic ES ampersand H requirements for all participants on the UMTRA Project. The ES ampersand H plan is designed primarily to cover remedial action activities at UMTRA sites and defines the ES ampersand H responsibilities of both the UMTRA Project Office and its contractors. The UMTRA FEOSH Program described herein is a subset of the overall UMTRA ES ampersand H program and covers only federal employees working on the UMTRA Project

  18. 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.

  19. The Low-Level Radioactive Waste Management Office: Thirty Years of Experience in Canada - 13308

    Energy Technology Data Exchange (ETDEWEB)

    Benitez, Liliana; Gardiner, Mark J.; Zelmer, Robert L. [Natural Resources Canada, 580 Booth Street, Ottawa On. (Canada); Gardiner, Mark J.; Zelmer, Robert L. [Low-Level Radioactive Waste Management Office (Canada)

    2013-07-01

    This paper reviews thirty years of progress by the Low-Level Radioactive Waste Management Office (LLRWMO) in developing and implementing low-level radioactive waste (LLRW) remediation projects and environmentally safe co-existence strategies. It reports on the present status and the future of the national historic waste program in Canada. There are over two million cubic metres of historic LLRW in Canada. Historic LLRW is broadly defined as LLRW that was managed in the past in a manner that is no longer considered acceptable and for which the original owner cannot reasonably be held accountable. In many cases, the original owner can not be identified or no longer exists. The LLRWMO was established in 1982 as Canada's agent to carry out the responsibilities of the federal government for the management of historic LLRW. The LLRWMO is operated by Atomic Energy of Canada Limited (AECL) through a cost-recovery agreement with Natural Resources Canada (NRCan), the federal department that provides the funding and establishes national policy for radioactive waste management in Canada. The LLRWMO expertise includes project managers, environmental remediation specialists, radiation surveyors, communications staff and administrative support staff. The LLRWMO in providing all aspects of project oversight and implementation contracts additional resources supplementing core staff capacity as project/program demands require. (authors)

  20. US Department of Energy Grand Junction Projects Office Remedial Action Project. Final report of the decontamination and decommissioning of Building 52 at the Grand Junction Projects Office Facility

    International Nuclear Information System (INIS)

    Krabacher, J.E.

    1996-08-01

    The U.S. Department of Energy (DOE) Grand Junction Projects Office (GJPO) occupies a 61.7-acre facility along the Gunnison River near Grand Junction, Colorado. This site was contaminated with uranium ore and mill tailings during uranium refining activities of the Manhattan Engineer District and during pilot milling experiments conducted for the U.S. Atomic Energy Commission's domestic uranium procurement program. The DOE Defense Decontamination and Decommissioning Program established the GJPO Remedial Action Project to clean up and restore the facility lands, improvements, and the underlying aquifer. The site contractor for the facility, Rust Geotech, also was the remedial action contractor. Building 52 was found to be radiologically contaminated and was demolished in 1994. The soil area within the footprint of the building has been remediated in accordance with the identified standards and the area can be released for unlimited exposure and unrestricted use. This document was prepared in response to a DOE request for an individual final report for each contaminated GJPO building

  1. Lifecycle management for nuclear engineering project documents

    International Nuclear Information System (INIS)

    Zhang Li; Zhang Ming; Zhang Ling

    2010-01-01

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

  2. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

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

  3. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

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

  4. Managing corneal foreign bodies in office-based general practice.

    Science.gov (United States)

    Fraenkel, Alison; Lee, Lawrence R; Lee, Graham A

    2017-03-01

    Patients with a corneal foreign body may first present to their general practitioner (GP). Safe and efficacious management of these presentations avoids sight-threatening and eye-threatening complications. Removal of a simple, superficial foreign body without a slit lamp is within The Royal Australian College of General Practitioners' (RACGP's) curriculum and scope of practice. Knowing the rele-vant procedural skills and indications for referral is equally important. The objective of this article is to provide an evidence-based and expert-based guide to the management of corneal foreign bodies in the GP's office. History is key to identifying patient characteristics and mechanisms of ocular injury that are red flags for referral. Examination tech-niques and methods of superficial foreign body removal without a slit lamp are outlined, as well as the procedural threshold for referral to an ophthalmologist.

  5. OCRWM [Office of Civilian Radioactive Waste Management] publications catalog

    International Nuclear Information System (INIS)

    1989-08-01

    The US Department of Energy's (DOE) Office of Civilian Radioactive Waste Management (OCRWM) is publishing this catalog to provide citations of selected technical and public information on the subject of high-level radioactive waste management. The catalog is a resource and reference tool that is updated and printed periodically. The online catalog is available for review through OCRWM's Product Record System (PRS) and is available to the public. The printed catalog version is suitable for libraries and those individuals needing either a broad base of information or a particular source; the computerized catalog version provides the most current information resources available, since updates to citations are made as they are received. The number of documents suitable for listing in this catalog is expected to grow significantly each year

  6. 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

  7. 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

  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. Educational support programs: Office of Civilian Radioactive Waste Management

    International Nuclear Information System (INIS)

    Williamson, R.C.

    1989-01-01

    The Office of Civilian Radioactive Waste Management (OCRWM) currently sponsors two educationally related programs: the Radioactive Waste Management Fellowship Program and the Radioactive Waste Management Research Program for Historically Black Colleges and Universities (HBCU). The graduate fellowship program was implemented in 1985 to meet the US Department of Energy's (DOE's) expected manpower needs for trained scientists and engineers to assist in carrying out the activities of the Nuclear Waste Policy Act. It is recognized that a shortage of master's and doctoral level scientists and engineers in disciplines supportive of the nation's high-level radioactive waste management (RWM) program may impede the DOE's ability to properly carry out its mission under the act. The fellowship program encourages talented undergraduate students to enter graduate programs designed to educate and train them in fields directly related to RWM. The program supports graduate students in various disciplines, including nuclear science and engineering, health physics, and certain area of geology and chemical engineering. It also encourages universities to support and improve research activities and academic programs related to the management of spent nuclear fuel and high-level radioactive waste

  10. 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.

  11. 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

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

    OpenAIRE

    2012-01-01

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

  15. 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.

  16. 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.

  17. 78 FR 29335 - Science and Technology Reinvention Laboratory (STRL) Personnel Management Demonstration Projects

    Science.gov (United States)

    2013-05-20

    ...) Personnel Management Demonstration Projects AGENCY: Office of the Deputy Assistant Secretary of Defense... demonstration project plans. SUMMARY: Section 342(b) of the National Defense Authorization Act (NDAA) for Fiscal... 2001, authorizes the Secretary of Defense to conduct personnel demonstration projects at DoD...

  18. 77 FR 69601 - Science and Technology Reinvention Laboratory (STRL) Personnel Management Demonstration Projects

    Science.gov (United States)

    2012-11-20

    ...) Personnel Management Demonstration Projects AGENCY: Office of the Deputy Assistant Secretary of Defense... to demonstration project plans. SUMMARY: Section 342(b) of the National Defense Authorization Act... the NDAA for FY 2001, authorizes the Secretary of Defense to conduct personnel demonstration projects...

  19. Site quality management of engineering projects

    International Nuclear Information System (INIS)

    Jiang Yiqun

    2008-01-01

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

  20. Spent Nuclear Fuel Project dose management plan

    International Nuclear Information System (INIS)

    Bergsman, K.H.

    1996-03-01

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

  1. Design project management mode as the introduction

    International Nuclear Information System (INIS)

    Zhang Xiaoping

    2014-01-01

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

  2. The Management of Projects and Product Experimentation

    DEFF Research Database (Denmark)

    Lorenzen, Mark; Frederiksen, Lars

    2005-01-01

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

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

    Science.gov (United States)

    Lynch, Margaret M.

    2013-01-01

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

  4. Building Bridges: Using the Office Consultation Project to Connect Students to Theory and Practice

    Science.gov (United States)

    Wawrzynski, Korine Steinke; Jessup-Anger, Jody E.

    2014-01-01

    The Office Consultation Project is an innovative capstone project that partners graduate students in student affairs preparation programs with academic and student affairs practitioners. It provides an opportunity for students to apply research and scholarship to practical settings, while giving practitioners new insight into their units,…

  5. 76 FR 56208 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-09-12

    ...-0041, 1625-0042 and 1625-0044] Information Collection Request to Office of Management and Budget AGENCY... Paperwork Reduction Act of 1995, the U.S. Coast Guard intends to submit Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and Regulatory Affairs (OIRA...

  6. 78 FR 54666 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2013-09-05

    ... Information Collection Request (ICRs) to the Office of Management and Budget (OMB), Office of Information and.... Anthony Smith, Office of Information Management, telephone 202-475-3532, or fax 202-475-3929, for... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0782] Information Collection Request to...

  7. 77 FR 16044 - Information Collection Requests to Office of Management and Budget.

    Science.gov (United States)

    2012-03-19

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and.... Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax 202-475-3929, for... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0149] Information Collection Requests to...

  8. 75 FR 67991 - Information Collection Request to Office of Management and Budget; OMB

    Science.gov (United States)

    2010-11-04

    ...] Information Collection Request to Office of Management and Budget; OMB AGENCY: Coast Guard, DHS. ACTION: Sixty... INFORMATION CONTACT: Mr. Arthur Requina, Office of Information Management, telephone 202-475-3523, or fax 202....S. Coast Guard intends to submit an Information Collection Request (ICR) and Analysis to the Office...

  9. 77 FR 5816 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2012-02-06

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0016] Information Collection Requests to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments...

  10. 77 FR 53899 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2012-09-04

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and...: Contact Ms. Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax 202-475... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0733] Information Collection Request to...

  11. 78 FR 77694 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2013-12-24

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and...-7710. FOR FURTHER INFORMATION: Contact Mr. Anthony Smith, Office of Information Management, telephone... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0949] Information Collection Requests to...

  12. 76 FR 35228 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-06-16

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and..., Office of Information Management, telephone 202-475-3652, or fax 202-475-3929, for questions on these... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0494] Information Collection Request to...

  13. 78 FR 19502 - Information Collection Requests to Office of Management and Budget.

    Science.gov (United States)

    2013-04-01

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... FURTHER INFORMATION CONTACT: Mr. Anthony Smith, Office of Information Management, telephone 202-475-3532... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0164] Information Collection Requests to...

  14. 77 FR 17081 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2012-03-23

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and.... FOR FURTHER INFORMATION CONTACT: Contact Ms. Kenlinishia Tyler, Office of Information Management... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0082] Information Collection Requests to...

  15. 76 FR 61369 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-10-04

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and..., Office of Information Management, telephone 202-475-3652, or fax 202-475-3929, for questions on these... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0914] Information Collection Request to...

  16. 78 FR 12083 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2013-02-21

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and..., Washington, DC 20593-7101. FOR FURTHER INFORMATION CONTACT: Anthony Smith, Office of Information Management... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0037] Information Collection Request to...

  17. 78 FR 42535 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2013-07-16

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... INFORMATION CONTACT: Mr. Anthony Smith, Office of Information Management, telephone 202-475-3532, or fax 202... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0519] Information Collection Requests to...

  18. 78 FR 65351 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2013-10-31

    ... Information Collection Request (ICRs) to the Office of Management and Budget (OMB), Office of Information and..., DC 20593-7710. FOR FURTHER INFORMATION CONTACT: Mr. Anthony Smith, Office of Information Management... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0861] Information Collection Request to...

  19. 77 FR 6132 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2012-02-07

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... Tyler, Office of Information Management, telephone (202) 475-3652, or fax (202) 475- 3929, for questions... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0029] Information Collection Request to...

  20. 78 FR 77693 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2013-12-24

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... INFORMATION CONTACT: Contact Mr. Anthony Smith, Office of Information Management, telephone 202-475-3532, or... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0896] Information Collection Requests to...

  1. 75 FR 67990 - Information Collection Request to Office of Management and Budget; OMB

    Science.gov (United States)

    2010-11-04

    ...] Information Collection Request to Office of Management and Budget; OMB AGENCY: Coast Guard, DHS. ACTION: Sixty.... FOR FURTHER INFORMATION CONTACT: Mr. Arthur Requina, Office of Information Management, telephone 202....S. Coast Guard intends to submit an Information Collection Request (ICR) and Analysis to the Office...

  2. 76 FR 46824 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2011-08-03

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and.... Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax 202-475-3929, for... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0710] Information Collection Requests to...

  3. 76 FR 58529 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2011-09-21

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... INFORMATION: Contact Ms. Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0869] Information Collection Requests to...

  4. 77 FR 9951 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2012-02-21

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... Tyler, Office of Information Management, telephone 202-475-3652, or fax 202-475-3929, for questions on... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0077] Information Collection Requests to...

  5. 76 FR 62426 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-10-07

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... INFORMATION CONTACT: Ms. Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0902] Information Collection Request to...

  6. 77 FR 27472 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2012-05-10

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... CONTACT: Contact Ms. Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0231] Information Collection Request to...

  7. 77 FR 32657 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2012-06-01

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0472] Information Collection Requests to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments...

  8. 78 FR 5192 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2013-01-24

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... INFORMATION CONTACT: Ms. Kenlinishia Tyler, Office of Information Management, telephone 202-475-3652, or fax... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-1006] Information Collection Requests to...

  9. 78 FR 19503 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2013-04-01

    ... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and...: Contact Anthony Smith, Office of Information Management, telephone 202-475-3532, or fax 202-475-3929, for... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0045] Information Collection Request to...

  10. 76 FR 63626 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2011-10-13

    ... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and... Tyler, Office of Information Management, telephone 202-475-3652, or fax 202-475-3929, for questions on... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0955] Information Collection Requests to...

  11. 78 FR 74155 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2013-12-10

    ... Information Collection Request (ICRs) to the Office of Management and Budget (OMB), Office of Information and... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0950] Information Collection Request to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments...

  12. 78 FR 11686 - Agency Information Collection Activities: Submission for the Office of Management and Budget (OMB...

    Science.gov (United States)

    2013-02-19

    ...: Submission for the Office of Management and Budget (OMB) Review; Comment Request AGENCY: Nuclear Regulatory... introduction of byproduct material into products or materials and transfer of the products or materials to..., Office of Information and Regulatory Affairs (3150-0001), NEOB-10202, Office of Management and Budget...

  13. 77 FR 40624 - Information Collection Requests to Office of Management and Budget

    Science.gov (United States)

    2012-07-10

    ... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0598] Information Collection Requests to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments... Information Collection Requests (ICRs) to the Office of Management and Budget (OMB), Office of Information and...

  14. 78 FR 19504 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2013-04-01

    ... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0133] Information Collection Request to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and...

  15. 76 FR 5815 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2011-02-02

    ... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0016; OMB Control numbers: 1625-0005, 1625-0024, 1625-0036 and 1625-0061] Information Collection Request to Office of Management and Budget AGENCY... (ICRs) to the Office of Management and Budget (OMB), Office of Information and Regulatory Affairs (OIRA...

  16. 77 FR 18253 - Information Collection Request to Office of Management and Budget

    Science.gov (United States)

    2012-03-27

    ... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-0173] Information Collection Request to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and...

  17. 78 FR 67402 - Agency Information Collection Activities: Submission for the Office of Management and Budget (OMB...

    Science.gov (United States)

    2013-11-12

    ... Collection Activities: Submission for the Office of Management and Budget (OMB) Review; Comment Request... which facilitates tracking the identity of the waste generator. That tracking becomes more complicated..., Office of Information and Regulatory Affairs (3150-0164, -0166, -0165), NEOB-10202, Office of Management...

  18. 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.

  19. Measures to improve nuclear power project management

    International Nuclear Information System (INIS)

    Ma Xinchao

    2012-01-01

    Focusing on correct application of ability level principle in setting organizational structure, the effective management system has been established, and 8 practical management regimes have been developed. Personnel training and management work shall be well done and enhanced. Experience feedback in construction management shall be well done for all systems. Exchange of construction and management techniques shall be actively carried out. All staff shall participate in safety management. KPI system is adopted for assessing stakeholders' project management method, and PDCA cycle is adopted for continued improved. Management level upgrading measures are proposed to ensure the smooth construction of nuclear power project. Setting forth and popularizing management theory can provide reference for and promote the smooth progress of various nuclear power projects. (author)

  20. 76 FR 16000 - Voluntary Protection Programs Information; Extension of the Office of Management and Budget's...

    Science.gov (United States)

    2011-03-22

    ... management programs including how the programs successfully address management leadership and employee...] Voluntary Protection Programs Information; Extension of the Office of Management and Budget's (OMB's... concerning its proposal to extend the Office of Management and Budget's (OMB's) approval of the information...

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

    CERN Document Server

    Pandian, C Ravindranath

    2006-01-01

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

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

    Data.gov (United States)

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

  3. MANAGE INTERESTED PARTIES IN PROJECT ENVIRONMENT

    Directory of Open Access Journals (Sweden)

    BILOKON A. I.

    2016-04-01

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

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

    National Research Council Canada - National Science Library

    Patton, Nanette; Shechet, Allan

    2007-01-01

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

  5. 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

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

    African Journals Online (AJOL)

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

  7. Sustainability in Project Management: Reality Bites

    NARCIS (Netherlands)

    Gilbert Gilbert Silvius; Ron Schipper; Snezana Nedeski

    2012-01-01

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

  8. Nuclear power project management information system

    International Nuclear Information System (INIS)

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

    2001-01-01

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

  9. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-04-01

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

  10. Improvement of Construction Project Management Processes

    Directory of Open Access Journals (Sweden)

    Nazarko, J.

    2017-07-01

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

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

    International Nuclear Information System (INIS)

    1995-01-01

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

  12. Environmental Restoration Project - Systems Engineering Management Plan

    International Nuclear Information System (INIS)

    Anderson, T.D.

    1998-06-01

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

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

    International Nuclear Information System (INIS)

    SHIKASHIO, L.A.

    2000-01-01

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

  14. Reflexive project management in high-abition projects

    NARCIS (Netherlands)

    Loeber, Anne; Vermeulen, T.

    2016-01-01

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

  15. Pain Management for Gynecologic Procedures in the Office.

    Science.gov (United States)

    Ireland, Luu Doan; Allen, Rebecca H

    2016-02-01

    Satisfactory pain control for women undergoing office gynecologic procedures is critical for both patient comfort and procedure success. Therefore, it is important for clinicians to be aware of the safety and efficacy of different pain control regimens. This article aimed to review the literature regarding pain control regimens for procedures such as endometrial biopsy, intrauterine device insertion, colposcopy and loop electrosurgical excisional procedure, uterine aspiration, and hysteroscopy. A search of published literature using PubMed was conducted using the following keywords: "pain" or "anesthesia." These terms were paired with the following keywords: "intrauterine device" or "IUD," "endometrial biopsy," "uterine aspiration" or "abortion," "colposcopy" or "loop electrosurgical excisional procedure" or "LEEP," "hysteroscopy" or "hysteroscopic sterilization." The search was conducted through July 2015. Articles were hand reviewed and selected by the authors for study quality. Meta-analyses and randomized controlled trials were prioritized. Although local anesthesia is commonly used for gynecologic procedures, a multimodal approach may be more effective including oral medication, a dedicated emotional support person, and visual or auditory distraction. Women who are nulliparous, are postmenopausal, have a history of dysmenorrhea, or suffer from anxiety are more likely to experience greater pain with gynecologic procedures. Evidence for some interventions exists; however, the interpretation of intervention comparisons is limited by the use of different regimens, pain measurement scales, patient populations, and procedure techniques. There are many options for pain management for office gynecologic procedures, and depending on the procedure, different modalities may work best. The importance of patient counseling and selection cannot be overstated.

  16. The Evaluation and Office Management of Hemorrhoids for the Gastroenterologist.

    Science.gov (United States)

    Guttenplan, Mitchel

    2017-07-01

    Hemorrhoid disease is extremely common, and seldom requires surgical intervention. The vast majority of patients can be cared for in the office setting and by the gastroenterologist. This piece aims to summarize the epidemiology and pathophysiology of hemorrhoid disease, along with the proper evaluation and office-based treatment of these patients. Most GI fellowship training programs spend little time on these topics, and the recommendation has been made to include anorectal care in the GI's "core curriculum." The use of the anoscope and a proper anorectal examination are keys to evaluating these patients, and the techniques available to treat these patients are described. Often overlooked in these patients are other anorectal issues that occur alongside hemorrhoidal issues very commonly-the most common being anal fissure. Comprehensive management of all of these issues will allow all but the most severely affected patients to avoid the expense and morbidity of surgical intervention. The anatomy, etiology, pathophysiology, diagnosis, and non-surgical treatment of hemorrhoid disease are presented with the gastroenterologist in mind.

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

    African Journals Online (AJOL)

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

  18. INTEGRATION OF PROGRESS STRATEGY IN PROJECT MANAGEMENT

    OpenAIRE

    Дмитрий Георгиевич БЕЗУГЛЫЙ

    2015-01-01

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

  19. Communication Scaffolds for Project Management in PBL

    Science.gov (United States)

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

    2017-01-01

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

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

    Science.gov (United States)

    Carcillo, Anthony Joseph, Jr.

    2013-01-01

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

  1. Project managing your simulator DCS upgrade

    International Nuclear Information System (INIS)

    Carr, S.

    2006-01-01

    The intention of this paper is to provide helpful information and tips for the purchaser with regard to the project management of a DCS upgrade for an existing nuclear power station operator-training simulator. This paper was written shortly after STS Powergen completed two nuclear power station simulator DCS projects in the USA. Areas covered by this paper are: - Contractual documents and arrangements; - Licence and Escrow agreements; - Liquidated damages; - Project management; - Project schedules and resources; - Monitoring progress; - Defect reporting; - DCS automation code; - Access to proprietary information; - Tips for project meetings; - Testing; - Cultural issues; - Training

  2. Project Management in the Finnish Music Industry

    OpenAIRE

    Hypén, Joel

    2009-01-01

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

  3. The Fast Forward MBA in Project Management

    CERN Document Server

    Verzuh, Eric

    2011-01-01

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

  4. Robotics Systems Joint Project Office (RSJPO) Interoperability Profiles (IOPS) 101

    Science.gov (United States)

    2012-07-01

    interoperability, although they are supported by some interoperability attributes  For example, stair climbing » Stair climbing is not something that...IOPs need to specify » However, the mobility & actuation related interoperable messages can be used to provide stair climbing » Also...interoperability can enable management of different poses or modes, one of which may be stair climbing R O B O T IC S Y S T E M S J P O L e a d e r s h i p

  5. Project management training : final report.

    Science.gov (United States)

    2011-01-01

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

  6. Project management training : [technical summary].

    Science.gov (United States)

    2011-01-01

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

  7. Making Things Happen Mastering Project Management

    CERN Document Server

    Berkun, Scott

    2008-01-01

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

  8. An Energy Management Service for the Smart Office

    Directory of Open Access Journals (Sweden)

    Cristina Rottondi

    2015-10-01

    Full Text Available The evolution of the electricity grid towards the smart grid paradigm is fostering the integration of distributed renewable energy sources in smart buildings: a combination of local power generation, battery storage and controllable loads can greatly increase the energetic self-sufficiency of a smart building, enabling it to maximize the self-consumption of photovoltaic electricity and to participate in the energy market, thus taking advantage of time-variable tariffs to achieve economic savings. This paper proposes an energy management infrastructure specifically tailored for a smart office building, which relies on measured data and on forecasting algorithms to predict the future patterns of both local energy generation and power loads. The performance is compared to the optimal energy usage scheduling, which would be obtained assuming the exact knowledge of the future energy production and consumption trends, showing gaps below 10% with respect to the optimum.

  9. 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"

  10. Management evolution in the LSST project

    Science.gov (United States)

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

    2010-07-01

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

  11. Project management in interior design services

    OpenAIRE

    Şahinoglu, Alp

    1997-01-01

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

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

    International Nuclear Information System (INIS)

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

    2006-01-01

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

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

    DEFF Research Database (Denmark)

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

    2015-01-01

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

  14. 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)

  15. Business Intelligence Support For Project Management

    OpenAIRE

    Muntean, Mihaela; Cabau, Liviu Gabiel

    2013-01-01

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

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

    OpenAIRE

    Nadia Carmen ENE

    2005-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Богдан Владимирович ГАЙДАБРУС

    2015-05-01

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

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

    OpenAIRE

    Богдан Владимирович ГАЙДАБРУС; Евгений Анатольевич ДРУЖИНИН

    2015-01-01

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

  19. Framework for managing uncertainty in property projects

    NARCIS (Netherlands)

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

    2008-01-01

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

  20. What's a Manager to Do about Office Automation?

    Science.gov (United States)

    Sherron, Gene

    1984-01-01

    Some observations about office technology in higher education are presented. University of Maryland plans concerning its approach to office automation are discussed. Seventeen features considered "mandatories" for any system that might be acquired are identified. (Author/MLW)