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

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

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

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)

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

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

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

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…

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…

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…

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

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

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.

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.

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.

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

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

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…

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

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

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

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

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

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

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...

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,

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...

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

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

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

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...

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, ...

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)

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

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.

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.

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...

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...

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...

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.

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.

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

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.

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...

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...

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.

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...

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...

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

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...

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...

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

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

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 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...

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

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.

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

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...

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...

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.

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

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

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

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

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

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

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

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...

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)

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.

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)

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...

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. ...

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...

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...

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

Directory of Open Access Journals (Sweden)

Dumitru OPREA

2006-01-01

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

75 FR 60091 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

Science.gov (United States)

2010-09-29

... DEPARTMENT OF DEFENSE Office of the Secretary Science and Technology Reinvention Laboratory Personnel Management Demonstration Project, Department of the Army, Army Research, Development and... project; correction. SUMMARY: On September 9, 2010 (75 FR 55199), DoD published a notice concerning the...

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.

Annual Report 2008 -- Office of the Chief Financial Officer (OCFO)

Energy Technology Data Exchange (ETDEWEB)

Fernandez, Jeffrey

2008-12-22

It is with great pleasure that I present to you the 2008 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. Also included are some financial comparisons with other DOE Laboratories and a glossary of commonly used acronyms.

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...

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

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....

Habitat Demonstration Unit Project: Leadership and Management Strategies for a Rapid Prototyping Project

Science.gov (United States)

Kennedy, Kriss J.; Toup, Larry; Gill, Tracy; Tri, Terry; Howe, Scott; Smitherman, David

2011-01-01

This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies being used by the NASA HDU team for a rapid prototyping project. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team rapid prototyping approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project

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

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

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.

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...

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...

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 ...

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

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…

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.

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

Science.gov (United States)

2003-01-01

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic

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...

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...

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.

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

Habitat Demonstration Unit Project Leadership and Management Strategies

Science.gov (United States)

Kennedy, Kriss J.

2011-01-01

This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and

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.

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...

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...

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

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.

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

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

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.

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...

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.

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.

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...

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...

7 CFR 2.92 - Director, Office of Human Resources Management.

Science.gov (United States)

2010-01-01

... 7 Agriculture 1 2010-01-01 2010-01-01 false Director, Office of Human Resources Management. 2.92... Secretary for Administration § 2.92 Director, Office of Human Resources Management. (a) Delegations... Human Resources Management: (1) Formulate and issue Department policy, standards, rules and regulations...

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...

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...

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)

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...

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

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.

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

International Nuclear Information System (INIS)

1995-01-01

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

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

Energy Technology Data Exchange (ETDEWEB)

NONE

1995-07-15

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

[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.

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...

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...

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.

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

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

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

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...

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

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...

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...

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...

A Conceptual Framework for Adaptive Project Management in the Department of Defense

Science.gov (United States)

2016-04-30

qÜáêíÉÉåíÜ=^ååì~ä= ^Åèìáëáíáçå=oÉëÉ~êÅÜ= póãéçëáìã= qÜìêëÇ~ó=pÉëëáçåë= sçäìãÉ=ff= = A Conceptual Framework for Adaptive Project Management in the Department... Conceptual Framework for Adaptive Project Management in the Department of Defense Martin Brown, Jr., Project Manager, Program Executive Office for...NPS ^Åèìáëáíáçå=oÉëÉ~êÅÜ=mêçÖê~ãW= `êÉ~íáåÖ=póåÉêÖó=Ñçê=fåÑçêãÉÇ=`Ü~åÖÉ= - 503 - A Conceptual Framework for Adaptive Project Management in

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...

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

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...

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...

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...

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...

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...

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...

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...

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

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

Energy Technology Data Exchange (ETDEWEB)

None, None

2018-01-01

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

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...

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...

Final report on Paradox Basin/Gulf Interior: Regulatory project management

International Nuclear Information System (INIS)

1986-12-01

This final report on the Regulatory Project Manager (RPM) program begins with a discussion of the key products produced during the 9-year effort and then focuses on the work performed in the major disciplines. The report then discusses the management of the work effort and the Quality Assurance (QA) program. It concludes with a brief discussion of the records turned over to the Office of Nuclear Waste Isolation (ONWI) at the conclusion of the work. 14 figs., 14 tabs

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...

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...

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

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...

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

Exploring the Degree of Support by PMOs for New Project Management Techniques and Methods

Science.gov (United States)

Lopez, Kathleen P.

2012-01-01

An organization tends to seek out the best set of practices in order to achieve project success. Many organizations are implementing a Project Management Office (PMO) to serve as a central post for organizing and disseminating best practices. The PMO responsibilities in part is to examine all practices, old and new, to best determine which…

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.

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

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…

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...

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

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.

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.

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/...

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...

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.

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

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...

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...

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...

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

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2013-12-24

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2013-04-01

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2013-02-21

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2013-10-31

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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

Building Energy Management Systems BEMS, German contribution to the IEA research projects Annex 16 and 17. Building Energy Management System BEMS; deutscher Beitrag zu den IEA-Forschungsvorhaben Annex 16 und 17

Energy Technology Data Exchange (ETDEWEB)

Bach, H.; Stephan, W.; Madjidi, M. (Univ. Stuttgart, IKE, Abt. HLK (Germany)); Brendel, T.; Schneider, A. (Ingenieurbuero Dr. Brendel, Frankfurt am Main (Germany)); Ast, H.; Kellner, H. (IFB, Dr. R. Braschel GmbH, Stuttgart (Germany))

1991-01-01

As part of the IEA project Annex 16 and 17 Germany carries out the project Building Energy Management Systems (BEMS). With digital control systems energetic and low-cost operation of space hvac systems can be attained. The project aims at abolishing impediments to efficient use of energy. Potential savings are shown for three examples: A conventional heating system for an office building, a VAV system (circulating air, heating, cooling, washer humidifcation) for an office building and VAV systems (FWRG, heating, cooling, steam humidification) for an office building in compact design. (BWI).

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…

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

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2012-07-10

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2013-04-01

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2013-09-05

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2012-03-19

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2012-02-06

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2012-09-04

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2013-07-16

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2012-02-07

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2013-12-24

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2011-08-03

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2012-05-10

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2012-06-01

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2013-01-24

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2013-12-10

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2012-03-27

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

Directory of Open Access Journals (Sweden)

Ronielton Rezende Oliveira

2017-06-01

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

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...

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2011-02-02

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2011-06-16

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2011-10-04

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2012-02-21

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2011-01-21

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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.

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.

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...

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2011-09-12

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

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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...

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.

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...

The NIOSH Radiation Dose Reconstruction Project: managing technical challenges.

Science.gov (United States)

Moeller, Matthew P; Townsend, Ronald D; Dooley, David A

2008-07-01

Approximately two years after promulgation of the Energy Employees Occupational Illness Compensation Program Act, the National Institute for Occupational Safety and Health Office of Compensation and Analysis Support selected a contractor team to perform many aspects of the radiation dose reconstruction process. The project scope and schedule necessitated the development of an organization involving a comparatively large number of health physicists. From the initial stages, there were many technical and managerial challenges that required continuous planning, integration, and conflict resolution. This paper identifies those challenges and describes the resolutions and lessons learned. These insights are hopefully useful to managers of similar scientific projects, especially those requiring significant data, technical methods, and calculations. The most complex challenge has been to complete defensible, individualized dose reconstructions that support timely compensation decisions at an acceptable production level. Adherence to applying claimant-favorable and transparent science consistent with the requirements of the Act has been the key to establishing credibility, which is essential to this large and complex project involving tens of thousands of individual stakeholders. The initial challenges included garnering sufficient and capable scientific staff, developing an effective infrastructure, establishing necessary methods and procedures, and integrating activities to ensure consistent, quality products. The continuing challenges include maintaining the project focus on recommending a compensation determination (rather than generating an accurate dose reconstruction), managing the associated very large data and information management challenges, and ensuring quality control and assurance in the presence of an evolving infrastructure. The lessons learned concern project credibility, claimant favorability, project priorities, quality and consistency, and critical

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…

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. ...

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.

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.

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...

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...

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...

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.

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.

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...

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.

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...

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…

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...

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

International Nuclear Information System (INIS)

MCLELLAN, G.W.

2007-01-01

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

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

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…

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.

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...

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

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

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.

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...

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

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.

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...

Project Execution Plan, Rev. 3

International Nuclear Information System (INIS)

IT Corporation, Las Vegas

2002-01-01

This plan addresses project activities encompassed by the U.S. Department of Energy's (DOE's), National Nuclear Security Administration Nevada Operations Office, Environmental Restoration Division and conforms to the requirements contained in the Life-Cycle Asset Management, DOE Order 430.1A; The Joint Program Office Policy on Project Management in Support of DOE Order 430.1; Program and Project Management for the Acquisition of Capital Assets, DOE Order 413.3; the Project Execution and Engineering Management Planning Guide, GPG-FM-010; and other applicable Good Practice Guides; and the FY 2001 Integrated Planning, Accountability, and Budgeting System Policy Guidance. The plan also reflects the milestone philosophies of the Federal Facility Agreement and Consent Order, as agreed to by the State of Nevada, the DOE, and the U.S. Department of Defense; and traditional project management philosophies such as the development of life-cycle costs, schedules, and work scope; identification o f roles and responsibilities; and baseline management and controls

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 ...

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

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

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

DEFF Research Database (Denmark)

Leimbach, Timo; Goodall, Julie Bladt

2017-01-01

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

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...

Preparing Future Managers for Effective Use of Technology in Automated Offices.

Science.gov (United States)

Graves, Charlotte

1983-01-01

Reports findings of a recent doctoral research study conducted to determine what changes are needed in collegiate business curricula as a result of office automation. Results were based on responses from office systems consultants, and faculty of office administration, management, marketing, accounting, and finance. Conclusions and recommendations…

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...

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…

Program Officer | IDRC - International Development Research Centre

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

... and the regional offices on issues of project development and management; ... IDRC's contacts with other international agencies and Canadian institutions; ... including conceptual, methodological, operational, evaluative, and financial ...

78 FR 3906 - Information Collection Request to Office of Management and Budget

Science.gov (United States)

2013-01-17

... intends to submit an Information Collection Request (ICR) to the Office of Management and Budget (OMB... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2012-1096] Information Collection Request to Office of Management and Budget AGENCY: Coast Guard, DHS. ACTION: Sixty-day notice requesting comments...

77 FR 74185 - Information Collection Approved by Office of Management and Budget

Science.gov (United States)

2012-12-13

... FEDERAL COMMUNICATIONS COMMISSION Information Collection Approved by Office of Management and... Commission (FCC) has received Office of Management and Budget (OMB) approval for the following public information collections pursuant to the Paperwork Reduction Act of 1995 (44 U.S.C. 3501-3520). An agency may...

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...

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

Science.gov (United States)

Raiman, Laura B.

1991-01-01

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

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...

Integrated Project Management: A Case Study in Integrating Cost, Schedule, Technical, and Risk Areas

Science.gov (United States)

Smith, Greg

2004-01-01

This viewgraph presentation describes a case study as a model for integrated project management. The ISS Program Office (ISSPO) developed replacement fluid filtration cartridges in house for the International Space Station (ISS). The presentation includes a step-by-step procedure and organizational charts for how the fluid filtration problem was approached.

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

Energy Technology Data Exchange (ETDEWEB)

MCLELLAN, G.W.

2007-02-07

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

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....

41 CFR 128-1.5006-2 - Property management officer (PMO).

Science.gov (United States)

2010-07-01

... leadership, guidance, and operating procedures for personal property management functions. (b) Ensuring... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false Property management officer (PMO). 128-1.5006-2 Section 128-1.5006-2 Public Contracts and Property Management Federal Property...

Geochemical modeling (EQ3/6) plan: Office of Civilian Radioactive Waste Management Program

International Nuclear Information System (INIS)

McKenzie, W.F.; Wolery, T.J.; Delany, J.M.; Silva, R.J.; Jackson, K.J.; Bourcier, W.L.; Emerson, D.O.

1986-01-01

This plan replaces an earlier plan for the Nevada Nuclear Waste Storage Investigations (NNWSI) Project. It includes activities for all repository projects in the Office of Geologic Repositories: NNWSI, the Basalt Waste Isolation Project, the Salt Repository Project, and the Crystalline Project. Each of these projects is part of the Office of Civilian Radioactive Waste Management (OCRWM) Program. The scope of work for fiscal years 1986 to 1992 includes the work required to upgrade the geochemical codes and supporting data bases, to permit modeling of chemical processes associated with nuclear waste repositories in four geological environments: tuff, salt, basalt, and crystalline rock. Planned tasks include theoretical studies and code development to take account of the effects of precipitation kinetics, sorption, solid solutions, glass/water interactions, variable gas fugacities, and simple mass transport. Recent progress has been made in the ability of the codes to account for precipitation kinetics, highly-saline solutions, and solid solutions. Transition state theory was re-examined resulting in new insights that will provide the foundation for further improvements necessary to model chemical kinetics. Currently there is an increased effort that is concentrated on the supporting data base. For aqueous species and solid phases, specific to nuclear waste, requisite thermodynamic values reported in the literature are being evaluated and for cases where essential data is lacking, laboratory measurements will be carried out. Significant modifications and expansions have been made to the data base. During FY86, the total number of species in the data base has almost doubled and many improvements have been made with regard to consistency, organization, user applications, and documentation. Two Ridge computers using a RISC implementation of UNIX were installed; they are completely dedicated EQ3/6 machines

Geochemical modeling (EQ3/6) plan: Office of Civilian Radioactive Waste Management Program

Energy Technology Data Exchange (ETDEWEB)

McKenzie, W.F.; Wolery, T.J.; Delany, J.M.; Silva, R.J.; Jackson, K.J.; Bourcier, W.L.; Emerson, D.O.

1986-08-28

This plan replaces an earlier plan for the Nevada Nuclear Waste Storage Investigations (NNWSI) Project. It includes activities for all repository projects in the Office of Geologic Repositories: NNWSI, the Basalt Waste Isolation Project, the Salt Repository Project, and the Crystalline Project. Each of these projects is part of the Office of Civilian Radioactive Waste Management (OCRWM) Program. The scope of work for fiscal years 1986 to 1992 includes the work required to upgrade the geochemical codes and supporting data bases, to permit modeling of chemical processes associated with nuclear waste repositories in four geological environments: tuff, salt, basalt, and crystalline rock. Planned tasks include theoretical studies and code development to take account of the effects of precipitation kinetics, sorption, solid solutions, glass/water interactions, variable gas fugacities, and simple mass transport. Recent progress has been made in the ability of the codes to account for precipitation kinetics, highly-saline solutions, and solid solutions. Transition state theory was re-examined resulting in new insights that will provide the foundation for further improvements necessary to model chemical kinetics. Currently there is an increased effort that is concentrated on the supporting data base. For aqueous species and solid phases, specific to nuclear waste, requisite thermodynamic values reported in the literature are being evaluated and for cases where essential data is lacking, laboratory measurements will be carried out. Significant modifications and expansions have been made to the data base. During FY86, the total number of species in the data base has almost doubled and many improvements have been made with regard to consistency, organization, user applications, and documentation. Two Ridge computers using a RISC implementation of UNIX were installed; they are completely dedicated EQ3/6 machines.

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.

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...

78 FR 23573 - Information Collection Request to Office of Management and Budget

Science.gov (United States)

2013-04-19

... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... Information Management, telephone 202-475-3532, or fax 202-475-3929, for questions on these documents. Contact... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0233] Information Collection Request to...

78 FR 54667 - Information Collection Requests to Office of Management and Budget

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2013-09-05

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76 FR 46827 - Information Collection Request to Office of Management and Budget

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2011-08-03

... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... Information Management, telephone 202-475-3652, or fax 202-475-3929, for questions on these documents. Contact... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2011-0728] Information Collection Request to...

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2012-12-17

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78 FR 26798 - Information Collection Request to Office of Management and Budget

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2013-05-08

... Information Collection Request (ICR) to the Office of Management and Budget (OMB), Office of Information and... Information Management, telephone 202-475-3532, or fax 202-475-3929, for questions on these documents. Contact... DEPARTMENT OF HOMELAND SECURITY Coast Guard [USCG-2013-0222] Information Collection Request to...

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.

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

Directory of Open Access Journals (Sweden)

Fábio Cocchi da Silva Eiras

2017-03-01

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

75 FR 56530 - Public Information Collections Approved by Office of Management and Budget

Science.gov (United States)

2010-09-16

... Management and Budget (OMB) approval for the following public information collections pursuant to the... Office of Management and Budget (OMB).\\2\\ On February 17, 2010, the Commission received OMB approval.\\3... Collection(s) Being Submitted for Review and Approval to the Office of Management and Budget (OMB), Comments...

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....

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

Institute of Scientific and Technical Information of China (English)

LI Gui-jun; ZHANG Yue-song

2006-01-01

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

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

Multidisplinary Engineering, Project, and Production Management

Directory of Open Access Journals (Sweden)

Chien-Ho Ko

2012-01-01

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

14 CFR 1310.11 - Regulations of the Office of Management and Budget.

Science.gov (United States)

2010-01-01

... Budget. (a) The regulations in this part supplement the regulations of the Office of Management and... 14 Aeronautics and Space 5 2010-01-01 2010-01-01 false Regulations of the Office of Management and Budget. 1310.11 Section 1310.11 Aeronautics and Space AIR TRANSPORTATION SYSTEM STABILIZATION AIR...

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.

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.

Senior Program Officer | IDRC - International Development ...

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

Job Summary Working as a member of one or two multi-disciplinary teams under ... and the regional offices on issues of project development and management; ... identification and administration of resource persons/consultants in support of ...

Project Execution Plan,Rev. 3; FINAL

International Nuclear Information System (INIS)

IT Corporation, Las Vegas

2002-01-01

This plan addresses project activities encompassed by the U.S. Department of Energy's (DOE's), National Nuclear Security Administration Nevada Operations Office, Environmental Restoration Division and conforms to the requirements contained in the Life-Cycle Asset Management, DOE Order 430.1A; The Joint Program Office Policy on Project Management in Support of DOE Order 430.1; Program and Project Management for the Acquisition of Capital Assets, DOE Order 413.3; the Project Execution and Engineering Management Planning Guide, GPG-FM-010; and other applicable Good Practice Guides; and the FY 2001 Integrated Planning, Accountability, and Budgeting System Policy Guidance. The plan also reflects the milestone philosophies of the Federal Facility Agreement and Consent Order, as agreed to by the State of Nevada, the DOE, and the U.S. Department of Defense; and traditional project management philosophies such as the development of life-cycle costs, schedules, and work scope; identification o f roles and responsibilities; and baseline management and controls

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...

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.

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...

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

International Nuclear Information System (INIS)

IT Corporation, Las Vegas

2002-01-01

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

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.

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.

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...

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...

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.

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

Directory of Open Access Journals (Sweden)

Gordana ŽURGA

2018-02-01

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

The Users Office turns 20

CERN Multimedia

2009-01-01

20 years ago, in the summer of 1989, an office was created to assist the thousands of users who come to CERN each year, working over the broad range of projects and collaborations. Chris Onions (right), head of the Users’ Office, with Bryan Pattison (left), the Office’s founder.Before the inception of the Users Office, it was common for users to spend at least an entire day moving from office to office in search of necessary documentation and information in order to make their stay official. "Though the Office has undergone various changes throughout its lifetime, it has persisted in being a welcoming bridge to facilitate the installation of visitors coming from all over the world", says Chris Onions, head of the Users Office. This September, the Office will celebrate its 20-year anniversary with a drink offered to representatives of the User community, the CERN management and staff members from the services with whom the Office is involved. &...

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.

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

Science.gov (United States)

Burgher, Karl E.; Snyder, Michael B.

2012-01-01

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

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.

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...

Development of the Office of Civilian Radioactive Waste Management's Self-Assessment Program

International Nuclear Information System (INIS)

Vlahakis, J.G.; Palabrica, R.J.; Goldsmith, S.

1993-01-01

This paper describes the development and implementation of the Self-Assessment (SA) Program of the Office of Civilian Radioactive Waste Management (RW). The basis for RW's SA Program is discussed, as well as RW's approach for meeting self-assessment requirements, RW's organization for self-assessment, actions to establish RW's SA Program, and planned RW SA implementation activities. This paper also discusses how self-assessment can support programmatic decisions and actions. The RW Director has approved and issued the Self-Assessment Management Plan that describes how RW will organize and manage its SA program. He has directed Associate/Office Directors to prepare individual Implementation Plans to provide specifics on how their Offices will meet the requirements of the RW SA Program. To assist in the preparation of these Implementation Plans, the RW Self-Assessment Unit (SAU), which manages the SA Program on behalf of the RW Director, has conducted a series of SA Implementation Workshops. The SAU has also developed an Annotated Outline for SA Implementation Plans. Following issuance of Office-specific Implementation Plans, independent evaluations by the SAU are planned

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

Project Management and Total Quality Management : Complementary or confused?

Directory of Open Access Journals (Sweden)

Selma KATLANE BEN MLOUKA

2009-01-01

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

Program Officer | CRDI - Centre de recherches pour le ...

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

Liaises with program colleagues in Ottawa and the regional offices on issues of project development and management;; Assists senior team members in the identifying, developing and managing IDRC's contacts with other international agencies and Canadian institutions;; Contributes to Centre-wide public relations efforts ...

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

76 FR 40908 - Information Collection Approved by the Office of Management and Budget

Science.gov (United States)

2011-07-12

... 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... conduct or sponsor a collection of information unless it displays a currently valid OMB control number...

75 FR 60404 - Information Collection Request Submitted to Office of Management and Budget

Science.gov (United States)

2010-09-30

... [OMB Control Number: 3002-0003] Information Collection Request Submitted to Office of Management and... United States will submit an Information Collection Request (ICR) to the Office of Management and Budget (OMB) requesting approval for the following collection of information: 3002-0003, Substitute...

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

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....

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...

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

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 ...

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

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

Directory of Open Access Journals (Sweden)

Wanjiru Gachie

2017-11-01

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

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...

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...

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

Project management and performance management: potential transdisciplinary contributions

Directory of Open Access Journals (Sweden)

Gerrit van der Waldt

2012-12-01

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

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

Introduction of Risk Management into Municipal Offices Across Poland as an Example of Organizational Change

Directory of Open Access Journals (Sweden)

Anna Pikos

2015-12-01

Full Text Available Purpose: The aim of this paper is to determine the factors that influence the process of implementation of risk management process into municipal offices across Poland. Methodology: The Polish Public Finance Act requires public sector entities to put in place a risk management system within the framework of management control. The author conducted in-depth interviews with key personnel responsible for risk management in public administration units. Findings: The results of the research show that public sector organizations face certain problems in the process of implementing a risk management system. Employees seem to resist change. As a result of the project, four factors that influence the process of introducing risk management have been identified. Implication: Public sector organizations are mostly large, bureaucratic organizations, governed by numerous regulations, which all in all tends to hinder efficient management. The results of the discussed research are to support public entities in the process of implementing change. Value: The paper explores the importance of overcoming barriers to the process of implementing risk management in the public sector.

Lessons Learned from Client Projects in an Undergraduate Project Management Course

Science.gov (United States)

Pollard, Carol E.

2012-01-01

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

76 FR 68757 - Information Collection Approved by the Office of Management and Budget

Science.gov (United States)

2011-11-07

... FEDERAL COMMUNICATIONS COMMISSION Information Collection Approved by the Office of Management and... Commission (FCC) has received Office of Management and Budget (OMB) approval for the following public information collections pursuant to the Paperwork Reduction Act of 1995 (44 U.S.C. 3501-3520). An agency may...

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

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.

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

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...

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...

Crisis management of State Office for Nuclear Safety of Czech Republic

International Nuclear Information System (INIS)

Koldus, F.; Starostova, V.

2005-01-01

tate Office for Nuclear Safety is a regulatory body responsible for governmental administration and supervision in the fields, of uses of nuclear energy and of radiation protection. firstly and secondly which establish a workplace for the crisis management and Crisis Staff and compile a Crisis Plan because of to be prepared to solve the emergency situations at the field of its own activities. At the beginning of the contribution the basic information about activities of Emergency Response Center of State Office for Nuclear Safety as a workplace of Crisis Staff of State Office for Nuclear Safety , which provide technical and organizational support to Crisis Staff of State Office for Nuclear Safety , is presented. State Office for Nuclear Safety has its own elaborated and approved Crisis Plan as a general document to plan measures and procedures in case of emergency situations and which is compile according to law No. 240/2000 Coll., on Crisis management of the Czech Republic, and according to Governmental Order No. 462/2000 Coll. (authors)

17 CFR 200.25 - Office of Administrative and Personnel Management.

Science.gov (United States)

2010-04-01

... COMMISSION ORGANIZATION; CONDUCT AND ETHICS; AND INFORMATION AND REQUESTS Organization and Program Management... employee records. OAPM administers the Ethics Program, and helps the Office of the Executive Director...; procurement and contracting; property management; contract and lease administration; space acquisition and...

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…

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.

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

Agile Project Management for e-Learning Developments

Science.gov (United States)

Doherty, Iain

2010-01-01

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

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...

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...

Relationship between time management in construction industry and project management performance

Science.gov (United States)

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

2016-08-01

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

Report to Congress on the U.S. Department of Energy's Environmental Management Science Program. Research funded and its linkages to environmental cleanup problems. High out-year cost environmental management project descriptions. Volume 3 of 3 - Appendix C

International Nuclear Information System (INIS)

1998-04-01

The Department of Energy's Environmental Management Science Program (EMSP) serves as a catalyst for the application of scientific discoveries to the development and deployment of technologies that will lead to reduction of the costs and risks associated with cleaning up the nation's nuclear complex. Appendix C provides details about each of the Department's 82 high cost projects and lists the EMSP research awards with potential to impact each of these projects. The high cost projects listed are those having costs greater than $50 million in constant 1998 dollars from the year 2007 and beyond, based on the March 1998 Accelerating Cleanup: Paths to Closure Draft data, and having costs of quantities of material associated with an environmental management problem area. The high cost project information is grouped by operations office and organized by site and project code. Each operations office section begins with a list of research needs associated with that operations office. Potentially related research awards are listed by problem area in the Index of Research Awards by Environmental Management Problem Area, which can be found at the end of appendices B and C. For projects that address high risks to the public, workers, or the environment, refer also the Health/Ecology/Risk problem area awards. Research needs are programmatic or technical challenges that may benefit from knowledge gained through basic research

EBFA project

International Nuclear Information System (INIS)

Anon.

1979-01-01

An engineering project office was established during the fall of 1976 to manage and coordinate all of the activities of the Electron Beam Fusion Project. The goal of the project is to develop the Electron Beam Fusion Accelerator (EBFA) and its supporting systems, and integrate these systems into the new Electron Beam Fusion Facility (EBFF). Supporting systems for EBFA include a control/monitor system, a data acquistion/automatic data processing system, the liquid transfer systems, the insulating gas transfer systems, etc. Engineers and technicians were assigned to the project office to carry out the engineering design, initiate procurement, monitor the fabrication, perform the assembly and to assist the pulsed power research group in the activation of the EBFA

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.

Multi-office engineering

International Nuclear Information System (INIS)

Cowle, E.S.; Hall, L.D.; Koss, P.; Saheb, E.; Setrakian, V.

1995-01-01

This paper addresses the viability of multi-office project engineering as has been made possible in a large part by the computer age. Brief discussions are provided on two past projects describing the authors' initial efforts at multi-office engineering, and an in-depth discussion is provided on a current Bechtel project that demonstrates their multi-office engineering capabilities. Efficiencies and cost savings associated with executing an engineering project from multiple office locations was identified as a viable and cost-effective execution approach. The paper also discusses how the need for multi-office engineering came about, what is required to succeed, and where they are going from here. Furthermore, it summarizes the benefits to their clients and to Bechtel

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

Competency model for the project managers of technical projects

Science.gov (United States)

Duncan, William R.

1992-05-01

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

Locale-Specific Categorization of IT Projects for Proper Project Management

Directory of Open Access Journals (Sweden)

Muhammad Nasir

2015-12-01

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

77 FR 55843 - Office of Facilities Management and Program Services; Submission for OMB Review; Background...

Science.gov (United States)

2012-09-11

... of Facilities Management and Program Services; Submission for OMB Review; Background Investigations for Child Care Workers AGENCY: Office of Facilities Management and Program Services, Public Building... Act, the Regulatory Secretariat will be submitting to the Office of Management and Budget (OMB) a...

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.

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)

78 FR 23568 - Agency Information Collection Activities; Announcement of Office of Management and Budget...

Science.gov (United States)

2013-04-19

... INFORMATION CONTACT: Daniel Gittleson, Office of Information Management, Food and Drug Administration, 1350... DEPARTMENT OF HEALTH AND HUMAN SERVICES Food and Drug Administration [Docket No. FDA-2012-N-0018] Agency Information Collection Activities; Announcement of Office of Management and Budget Approval...

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...

76 FR 36541 - Agency Information Collection Activities; Announcement of Office of Management and Budget...

Science.gov (United States)

2011-06-22

... Drug Advertisements'' has been approved by the Office of Management and Budget (OMB) under the...] Agency Information Collection Activities; Announcement of Office of Management and Budget Approval; Prescription Drug Advertisements AGENCY: Food and Drug Administration, HHS. ACTION: Notice. SUMMARY: The Food...

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

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

Science.gov (United States)

Beukers, Margot W

2011-02-01

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

75 FR 82038 - Information Collection Request to Office of Management and Budget; OMB Control Numbers: 1625-0058...

Science.gov (United States)

2010-12-29

... Office of Management and Budget; OMB Control Numbers: 1625-0058, 1625-0072 and 1625-0092 AGENCY: Coast... Office of Management and Budget (OMB), Office of Information and Regulatory Affairs (OIRA), requesting... Transport Municipal and Commercial Waste, 1625-0072, Waste Management Plans, Refuse Discharge Logs, Letters...

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

Exploration of Route to Establish the Office Administrative Management Matching the Key Colleges

Directory of Open Access Journals (Sweden)

Xu Lili

2015-01-01