Cost Control and Performance Review of Software Projects by Using the Earned Value Management

Directory of Open Access Journals (Sweden)

Felician ALECU

2014-08-01

Full Text Available EVM (Earned Value Management is a method that can be successfully used to measure the performance of a project from the cost and schedule points of view. Initially developed for the US government programs in the 60s, it later becomes an important feature of any modern project management practice thanks to its simplicity and efficiency in signaling project anomalies in time. EVM become extremely popular because it can be equally applied for any project in any industry.

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.

Using Project Performance to Measure Effectiveness of Quality Management System Maintenance and Practices in Construction Industry

Science.gov (United States)

Leong, Tiong Kung; Ariff, Mohd. Shoki Md.

2014-01-01

This paper proposed seven existing and new performance indicators to measure the effectiveness of quality management system (QMS) maintenance and practices in construction industry. This research is carried out with a questionnaire based on QMS variables which are extracted from literature review and project performance indicators which are established from project management's theory. Data collected was analyzed using correlation and regression analysis. The findings indicate that client satisfaction and time variance have positive and significant relationship with QMS while other project performance indicators do not show significant results. Further studies can use the same project performance indicators to study the effectiveness of QMS in different sampling area to improve the generalizability of the findings. PMID:24701182

Using Project Performance to Measure Effectiveness of Quality Management System Maintenance and Practices in Construction Industry

Directory of Open Access Journals (Sweden)

Tiong Kung Leong

2014-01-01

Full Text Available This paper proposed seven existing and new performance indicators to measure the effectiveness of quality management system (QMS maintenance and practices in construction industry. This research is carried out with a questionnaire based on QMS variables which are extracted from literature review and project performance indicators which are established from project management's theory. Data collected was analyzed using correlation and regression analysis. The findings indicate that client satisfaction and time variance have positive and significant relationship with QMS while other project performance indicators do not show significant results. Further studies can use the same project performance indicators to study the effectiveness of QMS in different sampling area to improve the generalizability of the findings.

Using project performance to measure effectiveness of quality management system maintenance and practices in construction industry.

Science.gov (United States)

Leong, Tiong Kung; Zakuan, Norhayati; Mat Saman, Muhamad Zameri; Ariff, Mohd Shoki Md; Tan, Choy Soon

2014-01-01

This paper proposed seven existing and new performance indicators to measure the effectiveness of quality management system (QMS) maintenance and practices in construction industry. This research is carried out with a questionnaire based on QMS variables which are extracted from literature review and project performance indicators which are established from project management's theory. Data collected was analyzed using correlation and regression analysis. The findings indicate that client satisfaction and time variance have positive and significant relationship with QMS while other project performance indicators do not show significant results. Further studies can use the same project performance indicators to study the effectiveness of QMS in different sampling area to improve the generalizability of the findings.

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.

Key aspects to perform a project on energy management

International Nuclear Information System (INIS)

Bachini, R.

1993-01-01

A general overview on elements and organisms playing a key role to launch a new industrial project is given, taking as base case an energy management project. Likewise the problematic of training personnel involved in the project is analyzed. Energy management becomes crucial in industries where energy costs represent a big portion of the whole production cost. Main aspects to be analyzed are: - Adequate production procedures to be competitive - Environment protection regarding waste management - Maximization of safety at production installations. (Author)

Success Lies in the Eye of the Beholder: The Mismatch Between Perceived and Real IT Project Management Performance

NARCIS (Netherlands)

Neves, F.G.; Borgman, H.; Heier, H.; Bui, T.X.; Sprague, R.H.

2016-01-01

This study explores the divergence between traditional IT project management performance criteria such as adherence to functionality, schedule and cost, and perceived project management performance. Based on a literature survey, five propositions are derived and subsequently used to guide in-depth

Using Project Performance to Measure Effectiveness of Quality Management System Maintenance and Practices in Construction Industry

OpenAIRE

Tiong Kung Leong; Norhayati Zakuan; Muhamad Zameri Mat Saman; Mohd. Shoki Md. Ariff; Choy Soon Tan

2014-01-01

This paper proposed seven existing and new performance indicators to measure the effectiveness of quality management system (QMS) maintenance and practices in construction industry. This research is carried out with a questionnaire based on QMS variables which are extracted from literature review and project performance indicators which are established from project management's theory. Data collected was analyzed using correlation and regression analysis. The findings indicate that client sat...

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.

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.

Systems approach to project risk management

Energy Technology Data Exchange (ETDEWEB)

Kindinger, J. P. (John P.)

2002-01-01

This paper describes the need for better performance in the planning and execution of projects and examines the capabilities of two different project risk analysis methods for improving project performance. A quantitative approach based on concepts and tools adopted from the disciplines of systems analysis, probabilistic risk analysis, and other fields is advocated for managing risk in large and complex research & development projects. This paper also provides an overview of how this system analysis approach for project risk management is being used at Los Alamos National Laboratory along with examples of quantitative risk analysis results and their application to improve project performance.

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.

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.

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...

Effects of Risk Management Practices on IT Project Success

Directory of Open Access Journals (Sweden)

Pimchangthong Daranee

2017-03-01

Full Text Available Successful management of an information technology (IT project is the most desirable for all organisations and stakeholders. Many researchers elaborated that risk management is a key part of project management for any project size. Risk management is so critical because it provides project managers with a forward-looking view of both threats and opportunities to improve the project success. The objectives of this research are to explore organisational factors affecting IT project success and risk management practices influencing IT project success. Risk management practices include risk identification, risk analysis, risk response planning, and risk monitoring and control. The IT project success is measured by process performance and product performance. Data are collected from 200 project managers, IT managers, and IT analysts in IT firms through questionnaires and analysed using Independent Sample t-test, One-way ANOVA, and Multiple Linear Regression at the statistical significance level of 0.05. The results show that the differences in organisational types affect IT project success in all aspects, while the differences on organisational sizes affect IT project success in the aspect of product performance and total aspects. Risk identification and risk response planning influence the process performance and the total aspects of IT project success. Risk identification has the highest positive influence on product performance, followed closely by risk response, while risk analysis negatively influences product performance.

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

Risk Management Capability Maturity and Performance of Complex Product and System (CoPS Projects with an Asian Perspective

Directory of Open Access Journals (Sweden)

Ren, Y.

2014-07-01

Full Text Available Complex Products and Systems (CoPS are high value, technology and engineering-intensive capital goods. The motivation of this study is the persistent high failure rate of CoPS projects, Asian CoPS provider’s weak capability and lack of specific research on CoPS risk management. This paper evaluates risk management maturity level of CoPS projects against a general CoPS risk management capability maturity model (RM-CMM developed by the authors. An Asian based survey was conducted to investigate the value of RM to project performance, and Asian (non-Japanese CoPS implementers’ perceived application of RM practices, their strengths and weaknesses. The survey result shows that higher RM maturity level leads to higher CoPS project performance. It also shows project complexity and uncertainty moderates the relationship between some RM practices and project performance, which implies that a contingency approach should be adopted to manage CoPS risks effectively. In addition, it shows that Asian CoPS implementers are weak in RM process and there are also rooms for improvement in the softer aspects of organizational capabilities and robustness.

On Services for Collaborative Project Management

Science.gov (United States)

Ollus, Martin; Jansson, Kim; Karvonen, Iris; Uoti, Mikko; Riikonen, Heli

This paper presents an approach for collaborative project management. The focus is on the support of collaboration, communication and trust. Several project management tools exist for monitoring and control the performance of project tasks. However, support of important intangible assets is more difficult to find. In the paper a leadership approach is identified as a management means and the use of new IT technology, especially social media for support of leadership in project management is discussed.

A project management framework for enhanced productivity performance using building information modelling

Directory of Open Access Journals (Sweden)

Longhui Liao

2017-09-01

Full Text Available Although the Singapore government has mandated submissions of building plans in building information modelling (BIM format since July 2013, this does not yet seem to lead to enhanced productivity performance. BIM collaboration between designers and downstream contractors appears to remain inadequate. While many studies have been conducted on using BIM for better project outcomes, studies that relate BIM with the identification of non-value adding activities in the project lifecycle and the reduction of the resulting wastes are at infancy stage. This paper aims to propose a project management framework for enhancing the productivity of building projects in Singapore, which forms Phase I of an ongoing research project. A two-pronged approach is presented. Firstly, non-value adding activities in the current project delivery process that uses BIM partially in Singapore are identified by comparing the typical current process with full BIM-based processes; such activities are cut down after process transformation in terms of people, process, and technology. Secondly, time savings derived from reducing the wastes caused by these activities are quantified. The proposed framework was validated by a case study of a local residential project. It was concluded that this framework provides a valuable tool for project teams to enhance productivity performance.

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.

Project Management 2027; The Future of Project Management

NARCIS (Netherlands)

Drs. A.J.G. Silvius

2008-01-01

This paper describes a study into the expected development of the competences op the project manager in the year 2027. The study was performed amongst the members of IPMA-Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were

Principles of project management

Science.gov (United States)

1982-01-01

The basic principles of project management as practiced by NASA management personnel are presented. These principles are given as ground rules and guidelines to be used in the performance of research, development, construction or operational assignments.

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Directory of Open Access Journals (Sweden)

Junwei Zheng

2017-12-01

Full Text Available Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level

Constrained bayesian inference of project performance models

OpenAIRE

Sunmola, Funlade

2013-01-01

Project performance models play an important role in the management of project success. When used for monitoring projects, they can offer predictive ability such as indications of possible delivery problems. Approaches for monitoring project performance relies on available project information including restrictions imposed on the project, particularly the constraints of cost, quality, scope and time. We study in this paper a Bayesian inference methodology for project performance modelling in ...

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 HANFORD MANAGEMENT CONTRACT (PHMC) PERFORMANCE REPORT 05/2004 (WWW.HANFORD.GOV/EMPR.INDEX.CFM)

International Nuclear Information System (INIS)

PIELSTICK, R.M.

2004-01-01

This report is the monthly performance summary of the Central Plateau Contractors. FH work scope responsibilities are described, and other contractor/RL-managed work is excluded. Section A, Overview, provides a summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides key performance activities as extracted from the contractor baseline. Subsequent sections of this report provide detailed performance data relative to contract sections (e.g., Project Hanford Cleanup Work Summary, Waste and Spent Nuclear Fuel Management Operations, Infrastructure and Hanford Site Services, and other Work Scope). All information is as of the end of May 2004 unless otherwise noted

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....

44 CFR 206.204 - Project performance.

Science.gov (United States)

2010-10-01

... 44 Emergency Management and Assistance 1 2010-10-01 2010-10-01 false Project performance. 206.204... § 206.204 Project performance. (a) General. This section describes the policies and procedures applicable during the performance of eligible work. (b) Advances of funds. Advances of funds will be made in...

Managing a project's legacy: implications for organizations and project management

Science.gov (United States)

Cooper, Lynne P.; Hecht, Michael H.; Majchrzak, Ann

2003-01-01

Organizations that rely on projects to implement their products must find effective mechanisms for propagating lessons learned on one project throughout the organization. A broad view of what constitutes a project's 'legacy' is presented that includes not just the design products and leftover parts, but new processes, relationships, technology, skills, planning data, and performance metrics. Based on research evaluating knowledge reuse in innovative contexts, this paper presents an approach to project legacy management that focuses on collecting and using legacy knowledge to promote organizational learning and effective reuse, while addressing factors of post-project responsibility, information obsolescence, and the importance of ancillary contextual information. .

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

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.

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...

Influential Factors Affecting Materials Management in Construction Projects

Directory of Open Access Journals (Sweden)

Jusoh Zairra Mat

2017-12-01

Full Text Available Construction projects are more often than not plagued by poor performances such as delays, cost overrun, low productivity, construction wastes and compromised quality. Amongst the critical contributory factors of poor project performances, is the ineffectiveness of materials management occurring in the construction sites. Indeed, materials management is a very important component for construction projects. However, there are only limited numbers of research available regarding this topic. Thus, this research focuses its study on materials management, specifically in identifying the influential factors that affect materials management in the construction project activities. Literatures from books, journal articles and conference papers related to poor project performances and materials management have been reviewed. Consequently, this study sorted the salient influential factors and categorized them based on their specific group. Out of 47 factors identified, they are classified into 8 groups. They are (1 site condition; (2 planning and handling on site; (3 management; (4 materials; (5 supplier and manufacturer default; (6 transportation; (7 contractual; and (8 governmental interferences. In conclusion, this study contends that by identifying the influential factors affecting materials management, it will help construction players to avoid the occurrence of those factors and will minimize the negative impacts on the overall performance of construction projects. Hence, the handling-over of project will be according to schedule and not delayed by materials mismanagement.

Business Intelligence Support For Project Management

OpenAIRE

Muntean, Mihaela; Cabau, Liviu Gabiel

2013-01-01

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

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

Finance and supply management project execution plan

Energy Technology Data Exchange (ETDEWEB)

BENNION, S.I.

1999-02-10

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

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

NARCIS (Netherlands)

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

2016-01-01

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

Project Leadership and Quality Performance of Construction Projects

Directory of Open Access Journals (Sweden)

SPG Buba

2017-05-01

Full Text Available Background: The construction industry in Nigeria, is pigeonholed by poor quality of construction products as a result of the inherent corruption in the country. Lack of purposeful leadership and inappropriate choice of leadership styles in the industry have been attributed to project failure. Abandoned and failed projects are more predominant in the public sector which litters every corner of the country. Objectives: The objective of this paper is to assess the impact of leadership styles on quality performance criteria of public projects in Nigeria. Methodology: A total of 43 questionnaires were distributed to 3 key groups of respondents (Quantity Surveyors, Builders, and Architects who are project managers in Nigeria. Descriptive and Inferential statistics were used to analyse the data using the Statistical Package for Social Sciences (SPSS. Likert Scale was used to measure the independent variables (leadership style: facilitative, coaching, delegating and directing; and the level of achievement of projects based on the dependent variables (quality and function performance criteria which are: achieving highest aesthetic quality; and functional building that fits its purpose. Findings: The study revealed that Directing is the major leadership style used by project managers in Nigeria. Amongst the leadership styles which has the most impact on quality performance indicators is also directing which has the most relative influence on achieving highest aesthetic quality and functional building that fits its purpose. Conclusion/Recommendation/Way forward: The underlying relationship between Directing leadership styles and the performance criteria of achieving highest aesthetic quality and functional building that fits its purpose will be beneficial to the Nigerian construction environment.

Software Support for the Classical, Contemporary and Future Project Management

OpenAIRE

Jakov Crnkovic; Peter Ross; Sanjay Desai

2006-01-01

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

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.

PROJECT APPROACH TO ENERGY MANAGEMENT

Directory of Open Access Journals (Sweden)

Інга Борисівна СЕМКО

2016-02-01

Full Text Available Project management is widely used around the world as a tool to improve business performance. Correct implementation of the program of implementation of energy efficiency is accompanied by the adoption of an appropriate legislative framework, support programs, the approval of market-based instruments. Currently, it is paying enough attention to the effective application of market-based instruments, although most of the activities in the field of energy efficiency from the economic side are quite profitable. The authors suggested the use of the methodology of project management to the management of energy-saving measures, new approaches to the place and role of project management in the hierarchy of guidance. As a result, this innovation can improve the competitiveness of enterprises. The conclusions that the energy-saving project management allows you to get the best results for their implementation by reducing the time, resources, risk reduction.

Integrated Risk Management Within NASA Programs/Projects

Science.gov (United States)

Connley, Warren; Rad, Adrian; Botzum, Stephen

2004-01-01

As NASA Project Risk Management activities continue to evolve, the need to successfully integrate risk management processes across the life cycle, between functional disciplines, stakeholders, various management policies, and within cost, schedule and performance requirements/constraints become more evident and important. Today's programs and projects are complex undertakings that include a myriad of processes, tools, techniques, management arrangements and other variables all of which must function together in order to achieve mission success. The perception and impact of risk may vary significantly among stakeholders and may influence decisions that may have unintended consequences on the project during a future phase of the life cycle. In these cases, risks may be unintentionally and/or arbitrarily transferred to others without the benefit of a comprehensive systemic risk assessment. Integrating risk across people, processes, and project requirements/constraints serves to enhance decisions, strengthen communication pathways, and reinforce the ability of the project team to identify and manage risks across the broad spectrum of project management responsibilities. The ability to identify risks in all areas of project management increases the likelihood a project will identify significant issues before they become problems and allows projects to make effective and efficient use of shrinking resources. By getting a total team integrated risk effort, applying a disciplined and rigorous process, along with understanding project requirements/constraints provides the opportunity for more effective risk management. Applying an integrated approach to risk management makes it possible to do a better job at balancing safety, cost, schedule, operational performance and other elements of risk. This paper will examine how people, processes, and project requirements/constraints can be integrated across the project lifecycle for better risk management and ultimately improve the

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.

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

Managing teams performing complex innovation projects

NARCIS (Netherlands)

Oeij, P.R.A.; Vroome, E.M.M. de; Dhondt, S.; Gaspersz, J.B.R.

2012-01-01

Complexity of projects is hotly debated and a factor which affects innovativeness of team performance. Much attention in the past is paid to technical complexity and many issues are related to natural and physical sciences. A growing awareness of the importance of socio-organisational issues is

Graduate Student Project: Operations Management Product Plan

Science.gov (United States)

Fish, Lynn

2007-01-01

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

Risk Management in Information Technology Project: An Empirical Study

Directory of Open Access Journals (Sweden)

Kornelius Irfandhi

2016-09-01

Full Text Available The companies are facing some risks due to changes in a dynamic environment. If risks are not managed properly, it will have some negative impacts on the companies at the present and the future. One important function of the Information Technology (IT governance is risk management. Risk management in IT project aims to provide a safe environment for IT projects undertaken. Risk management becomes an important process for the success of IT projects. This article discussed the risk of IT project and whether there was a relationship between risk management and the success of the project. The method used was performing a literature review of several scientific articles which published between 2010 and 2014. The results of this study are the presence of risk management and risk manager influence the success of the project. Risk analysis and risk monitoring and control also have a relationship with the subjective performance of IT projects. If risk management is applied properly, the chance of the success of the projects undertaken can be increased. 

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

Software Support for the Classical, Contemporary and Future Project Management

Directory of Open Access Journals (Sweden)

Jakov Crnkovic

2006-04-01

Full Text Available The volume and complexity of Project Management (PM raises many questions for managers. What exactly are we managing? People? Performance? Efficiency? Effectiveness? Cost? Time? At what levels do projects become challenging and worthy of significant management attention? Can some projects be left on auto-pilot? Must others be managed more aggressively? What metrics are useful in Project Management? How can they be integrated with normal performance metrics in the organization? How can metrics be built into assessment programs that work? How can projects be monitored, re-planned to stay within the original budget and schedule deadlines? How good is the PM software support? Do we really need PM software packages or it should be the integral part of the company's information system (IS? Where is the knowledge about company's previous projects and performance? Are we able to establish company or even industry wide standards for project management? Can we (or should we move from the PMBOK® guidelines and use other approaches? We discussing important questions in PM: software products, responsibilities for concurrently executing several projects (multi-projects with multi objectives and multiple deadlines, introducing a need for initiation, design, execution, and control using a virtual project management and application of the organizational project maturity model.

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.

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

International Nuclear Information System (INIS)

Trowsdale, R.

2006-01-01

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

Managing project complexity : A study into adapting early project phases to improve project performance in large engineering projects

NARCIS (Netherlands)

Bosch-Rekveldt, M.G.C.

2011-01-01

Engineering projects become increasingly more complex and project complexity is assumed to be one of the causes for projects being delivered late and over budget. However, what this project complexity actually comprised of was unclear. To improve the overall project performance, this study focuses

Planning for high performance project teams

International Nuclear Information System (INIS)

Reed, W.; Keeney, J.; Westney, R.

1997-01-01

Both industry-wide research and corporate benchmarking studies confirm the significant savings in cost and time that result from early planning of a project. Amoco's Team Planning Workshop combines long-term strategic project planning and short-term tactical planning with team building to provide the basis for high performing project teams, better project planning, and effective implementation of the Amoco Common Process for managing projects

Management systems for environmental restoration projects

International Nuclear Information System (INIS)

Harbert, R.R.

1990-01-01

This paper reports that the success fo large environmental restoration projects depends on sound management systems to guide the team of organizations and individuals responsible for the project. Public concern about and scrutiny of these environmental projects increase the stakes for those involved in the management of projects. The Department of Energy (DOE) Formerly Utilized Sites Remedial Action Program (FUSRAP) uses a system approach to performing and improving the work necessary to meet FUSRAP objectives. This approach to preforming and improving the work necessary to meet FUSRAP objectives. This approach is based upon management criteria embodied in DOE cost and schedule control system and the quality assurance requirements. The project team used complementary criteria to develop a system of related parts and processes working together to accomplish the goals of the project

Finance and supply management project execution plan; TOPICAL

International Nuclear Information System (INIS)

BENNION, S.I.

1999-01-01

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

Analysis of Factors Influencing Building Refurbishment Project Performance

Science.gov (United States)

Ishak, Nurfadzillah; Aswad Ibrahim, Fazdliel; Azizi Azizan, Muhammad

2018-03-01

Presently, the refurbishment approach becomes favourable as it creates opportunities to incorporate sustainable value with other building improvement. In this regard, this approach needs to be implemented due to the issues on overwhelming ratio of existing building to new construction, which also can contribute to the environmental problem. Refurbishment principles imply to minimize the environmental impact and upgrading the performance of an existing building to meet new requirements. In theoretically, building project's performance has a direct bearing on related to its potential for project success. However, in refurbishment building projects, the criteria for measure are become wider because the projects are a complex and multi-dimensional which encompassing many factors which reflect to the nature of works. Therefore, this impetus could be achieve by examine the direct empirical relationship between critical success factors (CSFs) and complexity factors (CFs) during managing the project in relation to delivering success on project performance. The research findings will be expected as the basis of future research in establish appropriate framework that provides information on managing refurbishment building projects and enhancing the project management competency for a better-built environment.

AVLIS Production Plant Project Management Plan

International Nuclear Information System (INIS)

1984-01-01

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

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...

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.

Analysis of Factors Influencing Building Refurbishment Project Performance

Directory of Open Access Journals (Sweden)

Ishak Nurfadzillah

2018-01-01

Full Text Available Presently, the refurbishment approach becomes favourable as it creates opportunities to incorporate sustainable value with other building improvement. In this regard, this approach needs to be implemented due to the issues on overwhelming ratio of existing building to new construction, which also can contribute to the environmental problem. Refurbishment principles imply to minimize the environmental impact and upgrading the performance of an existing building to meet new requirements. In theoretically, building project’s performance has a direct bearing on related to its potential for project success. However, in refurbishment building projects, the criteria for measure are become wider because the projects are a complex and multi-dimensional which encompassing many factors which reflect to the nature of works. Therefore, this impetus could be achieve by examine the direct empirical relationship between critical success factors (CSFs and complexity factors (CFs during managing the project in relation to delivering success on project performance. The research findings will be expected as the basis of future research in establish appropriate framework that provides information on managing refurbishment building projects and enhancing the project management competency for a better-built environment.

Effective Safety Management in Construction Project

Science.gov (United States)

Othman, I.; Shafiq, Nasir; Nuruddin, M. F.

2017-12-01

Effective safety management is one of the serious problems in the construction industry worldwide, especially in large-scale construction projects. There have been significant reductions in the number and the rate of injury over the last 20 years. Nevertheless, construction remains as one of the high risk industry. The purpose of this study is to examine safety management in the Malaysian construction industry, as well as to highlight the importance of construction safety management. The industry has contributed significantly to the economic growth of the country. However, when construction safety management is not implemented systematically, accidents will happen and this can affect the economic growth of the country. This study put the safety management in construction project as one of the important elements to project performance and success. The study emphasize on awareness and the factors that lead to the safety cases in construction project.

Project management competency factors in the built environment

OpenAIRE

2013-01-01

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

Squaring the Project Management Circle: Updating the Cost, Schedule, and Performance Methodology

Science.gov (United States)

2016-04-30

MIT Sloan Management Review . MIT Sloan Management Review . Retrieved from http://sloanreview.mit.edu/article/the-new-industrial-engineering-information-technology-and- business-process-redesign/ ...critical variable that must be addressed by project managers . The research methodology consists of a system-focused approach based on an extensive review ...doi.org/10.1016/j.ijproman.2007.01.004 Baccarini, D. (1996). The concept of project complexity–A review .

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.

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.

PROJECT SCOPE MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

Yana Derenskaya

2018-01-01

Full Text Available The purpose of the article is to define the essence of project scope management process, its components, as well as to develop an algorithm of project scope management in terms of pharmaceutical production. Methodology. To carry out the study, available information sources on standards of project management in whole and elements of project scope management in particular are analysed. Methods of system and structural analysis, logical generalization are used to study the totality of subprocesses of project scope management, input and output documents, and to provide each of them. Methods of network planning are used to construct a precedence diagram of project scope management process. Results of the research showed that components of the project scope management are managing the scope of the project product and managing the content of project work. It is the second component is investigated in the presented work as a subject of research. Accordingly, it is defined that project scope management process is to substantiate and bring to the realization the necessary amount of work that ensures the successful implementation of the project (achievement of its goal and objectives of individual project participants. It is also determined that the process of managing the project scope takes into account the planning, definition of the project scope, creation of the structure of project work, confirmation of the scope and management of the project scope. Participants of these subprocesses are: customer, investor, and other project participants – external organizations (contractors of the project; project review committee; project manager and project team. It is revealed that the key element of planning the project scope is the formation of the structure of design work, the justification of the number of works, and the sequence of their implementation. It is recommended to use the following sequence of stages for creating the structure of project work

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

A Statistical Project Control Tool for Engineering Managers

Science.gov (United States)

Bauch, Garland T.

2001-01-01

This slide presentation reviews the use of a Statistical Project Control Tool (SPCT) for managing engineering projects. A literature review pointed to a definition of project success, (i.e., A project is successful when the cost, schedule, technical performance, and quality satisfy the customer.) The literature review also pointed to project success factors, and traditional project control tools, and performance measures that are detailed in the report. The essential problem is that with resources becoming more limited, and an increasing number or projects, project failure is increasing, there is a limitation of existing methods and systematic methods are required. The objective of the work is to provide a new statistical project control tool for project managers. Graphs using the SPCT method plotting results of 3 successful projects and 3 failed projects are reviewed, with success and failure being defined by the owner.

Environmental Management Performance Report June 2000

Energy Technology Data Exchange (ETDEWEB)

EDER, D.M.

2000-06-01

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-RL) a monthly summary of the Project Hanford Management Contractor's (PHMC) Environmental Management (EM) performance by Fluor Hanford (FH) and its subcontractors. In addition to project-specific information, it includes some PHMC-level data not detailed elsewhere in the report. Section A, Executive Summary, provides an executive level summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides a forward look to some of the upcoming key performance activities as extracted from the PHMC baseline. The remaining sections provide detailed performance data relative to each individual Project (e.g., Waste Management, Spent Nuclear Fuels, etc.), in support of Section A of the report. Unless otherwise noted, the Safety, Conduct of Operations, and Cost/Schedule data contained herein is as of April 30, 2000. All other information is updated as of May 19, unless otherwise noted.

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...

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...

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

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...

Management of Software Development Projects

Directory of Open Access Journals (Sweden)

Felician ALECU

2011-04-01

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

Performance evaluation of project management system based on combination of EFQM and QFD

Directory of Open Access Journals (Sweden)

Amin Ahmadi Digehsara

2018-09-01

Full Text Available Project management system (PMS is broadly recognized as the effective management tool for several organizations. European Foundation of Quality Management (EFQM model provides some advantages for companies to be successful in current competitive environment. This paper is based on the combination of EFQM and Quality function deployment (QFD in order to eval-uate a PMS in an aviation organization. Although, an integration of these models increases the system complexity, the implementation of EFQM-QFD helps us identify all noteworthy success factors of PMS within the organization. In addition, the current status of PMS performance is evaluated based on these factors. This study attempts to find out how organizations ought to be managed to take full advantage of PMS tools. This study uses a comprehensive questionnaire to find all critical factors influencing on the success of the organization. The method of this paper is implemented in an organization in aviation industry with several management departments.

The appliction of project management in operations preparation of nuclear power station

International Nuclear Information System (INIS)

Tang Zhengrong; Zhang Zhixiong

2001-01-01

Concept, history, characteristics of the project management is introduced. Analysis is performed on the suitability of application of project management approach in nuclear power station operations preparation. Then the application of project management is detailed in order to present the readers our study and practice. Theory and practice indicate that the project management is a useful management tool for operations preparation of nuclear power station to achieve a good performance

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

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.

EVALUATION OF THE PROJECT MANAGEMENT ORGANISATIONAL ABILITY OF PUBLIC ORGANISATIONS

OpenAIRE

Florescu Margareta

2012-01-01

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

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

Project safety studies - nuclear waste management (PSE)

International Nuclear Information System (INIS)

1981-10-01

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

Managing for performance

International Nuclear Information System (INIS)

Vandergrift, J.D.

1985-01-01

The training manager's role in the nuclear industry has changed considerably during the past five years. Training managers have become managers of complex projects, large staffs and multimillion dollar budgets. Along with the growth have come greater management responsibilities and problems. At Arkansas Nuclear One, a relatively quick and orderly transition to a larger, more professional training organization has occurred over the past four years. A major contribution to the successful transition was the application of fundamental management principles through managing for performance. The purpose of this paper is to share principles that have been utilized at Arkansas Nuclear One

The application of project management in operations preparation of nuclear power station

International Nuclear Information System (INIS)

Zhang Zhixiong; Tang Zhengrong

2000-01-01

The author first presents a brief introduction of the concept, history, characteristics of project management. Analysis is performed on the suitability of application of project management approach in nuclear power station operations preparation. Then the application of project management is detailed in order to present the readers authors' study and practice. Theory and practice indicate that the project management is a useful management tool for operations preparation of nuclear power station to achieve a good performance

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…

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.

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

A framework to improve performance measurement in engineering projects

OpenAIRE

Zheng , Li; Baron , Claude; Esteban , Philippe; Xue , Rui; Zhang , Qiang

2017-01-01

International audience; A wide range of methods and good practices have been developed for the measurement of projects performance. They help project managers to effectively monitor the project progress and evaluate results. However, from a literature review, we noticed several remaining critical issues in measuring projects performance, such as an unbalanced development of Key Performance Indicators types between lagging and leading indicators. On the other hand, systems engineering measurem...

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...

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...

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

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

The Role and the Effects of Risk Management in IT Projects Success

Directory of Open Access Journals (Sweden)

Otniel DIDRAGA

2013-01-01

Full Text Available The success of IT projects is influenced by risk and risk management according to the existing project management literature. The paper emphasizes the role of risk management and its contribution to projects success in the existing literature. The methodology applied is based on documentary study review and analysis of the concepts used by the literature. We analyzed the literature published between 1978 and 2012 from the main IT project management journals and publications. The results are that risk management is a very important component of the project management process and it is assumed implicitly to work in favour of project success. We also performed a quantitative analysis of how risk management processes affect the subjective and objective performance of IT projects in Romanian IT companies.

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

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…

The Impact of Project Organizational Culture on the Performance of Construction Projects

Directory of Open Access Journals (Sweden)

Luong Hai Nguyen

2017-05-01

Full Text Available Cultural influence has recently received significant attention from academics due to its vital role in the success or failure of a project. In the construction industry, several empirical investigations have examined the influence of culture on project management. The aim of this study is to determine the impact of project organizational culture on the performance of construction projects. A total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed. The findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance. Goal alignment and reliance, contractor commitment, and worker orientation (i.e., commitment to workers contribute to improved overall performance and participant satisfaction. Contractor commitment and cooperative orientation enhance labor productivity, whereas goal alignment and trust and contractor commitment ensure learning performance (i.e., learning from experience. The findings of this study may assist construction professionals in implementing practices that can contribute to the sustainability and success of construction projects.

Critical thinking of classical view of project management

Institute of Scientific and Technical Information of China (English)

祁亮

2015-01-01

Synopsis:This essay argues that the classic view has to be updated to meet the new demands. It is found out that the scientific manage-ment believes that there are a few essential roles of managers,including planning,organizing,leading,and controlling. There are many impor-tant aspects which lead to the complexity of the modern project management such as globalization and technology. There are many things that are not compatible between the current projects and the traditional theory. It is also considerable to realize that sometimes scholars disagree with each other about the prevalence of complicated projects. However,even if the classic project management theory is useful in certain cases, there is no doubt that such theory demands significant improvements to better suit the current world. Therefore,it is significant that the classic project management theory be upgraded. In order to improve the performances of the project management,it is recommended that stakeholder theory is promoted,decentralized decision making is allowed,and adoption of new technology is recommended.

Successful healthcare programs and projects: organization portfolio management essentials.

Science.gov (United States)

Pickens, Scott; Solak, Jamie

2005-01-01

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

The application and practical benefits of “C theory” in project management

Directory of Open Access Journals (Sweden)

Kao I-Chan

2017-01-01

Full Text Available This study regarded adult in-service students who are familiar with project management courses as the subjects and collected data through questionnaires for confirmatory factor analysis and reliability analysis. The aim is to construct a “C Theory” questionnaire scale that encompasses the essence of Chinese management philosophy like decision-making of Taoism, leadership of Legalism, tactics of School of Military Strategists, creativity of Mohism, and coordination of Confucianism. Furthermore, management performance scales were constructed for learning and growth, internal operation, customer satisfaction, and financial control, while the questionnaires and statistical analyses were expected to probe into the impact of “C Theory” on project management performance. This study found that the application and practice of “C Theory” have a high and positive correlation with project management and a significant influence on the improvement of performance. It is therefore suggested that management methods in “C Theory” be appropriately used in project management in order to enhance the efficiency of project management and facilitate the achievement of project management targets.

Study on the relationship between project management and organizational efficacy in nonprofit organizations

Directory of Open Access Journals (Sweden)

Kao I-Chan

2018-01-01

Full Text Available This study treats the members in nonprofit organizations (NPOs as subjects, and explores the origination, planning, control, and completion of project management in NPOs, as well as the general performance of organizational efficacy, such as environmental satisfaction, organizational atmosphere, operational performance, job engagement, and work quality. It also probes into the relationship and effect. By various research methods, such as literature review and questionnaire survey, this study attempts to determine if project management in NPOs can significantly enhance organizational efficacy. This study finds that different NPOs have significant differences in the general performance of project management and organizational efficacy. When the performance of project management in NPOs is more significant, organizational efficacy is higher. Project management in NPOs has a significant path relationship to organizational efficacy; therefore, reinforcement of vocational training in the project management of NPOs could improve performance, which would have significant effect on enhancing organizational efficacy.

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.

Projected oriented organizations as development of enterprise management methods

Directory of Open Access Journals (Sweden)

S.I. Pavlova

2016-12-01

Full Text Available Dynamic external environment, significant shortage of product life cycle, increase of product technological difficulty, extension of innovative knowledge motivates managers to look for and use in their activities keys that will provide constant, stable development of organizational structures. The methodology of project enterprise management meets the requirements of «preservation through development». The articles researches the integration of methods and procedures of project management into the enterprise management system. Project management philosophy is the efficient way of existence in the competitive environment and the means for internal development of a company. The author conducts an analysis, determines the essence and peculiarities of a project-oriented enterprise, performs comparing characteristics of functional and project management, describes the stages of gradual transformation of an enterprise organizational structure into a project-oriented one. It is defined that a project-oriented enterprise is that one which functions on the base of innovative development and are scientific, creative and widely use the project activity as the means of a steady development. The article describes internal and external instruments of project management, base knowledge systems on project management and possibilities of enterprises on audit of state of system project management in an enterprise according to the IPMA certification program on the territory of Ukraine.

Environmental Management Performance Report September 2000

International Nuclear Information System (INIS)

EDER, D.M.

2000-01-01

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-RL) a monthly summary of the Project Hanford Management Contractor's (PHMC) Environmental Management (EM) performance by Fluor Hanford (FH) and its subcontractors. In addition to project-specific information, it includes some PHMC-level data not detailed elsewhere in the report. Section A, Executive Summary, provides an executive level summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides a forward look to some of the upcoming key performance activities as extracted from the PHMC baseline. The remaining sections provide detailed performance data relative to each individual Project (e.g., Waste Management, Spent Nuclear Fuels, etc.), in support of Section A of the report. Unless otherwise noted, the Safety, Conduct of Operations, and Cost/Schedule data contained herein is as of July 31, 2000. All other information is updated as of August 24, unless otherwise noted. ''Stoplight'' boxes are used to indicate at a glance the condition of a particular area. Green boxes denote on schedule. Yellows denote behind schedule but recoverable. Red is either missed or unrecoverable

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

Energy Technology Data Exchange (ETDEWEB)

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

2012-07-01

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

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...

Combining AHP and DEA Methods for Selecting a Project Manager

Directory of Open Access Journals (Sweden)

Baruch Keren

2014-07-01

Full Text Available A project manager has a major influence on the success or failure of the project. A good project manager can match between the strategy and objectives of the organization and the goals of the project. Therefore, the selection of the appropriate project manager is a key factor for the success of the project. A potential project manager is judged by his or her proven performance and personal qualifications. This paper proposes a method to calculate the weighted scores and the full rank of candidates for managing a project, and to select the best of those candidates. The proposed method combines specific methodologies: the Data Envelopment Analysis (DEA and the Analytical Hierarchical Process (AHP and uses DEA Ranking Methods to enhance selection.

Cultural differences in Research project management

Science.gov (United States)

Barbier, Michele

2016-04-01

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

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…

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...

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

Science.gov (United States)

Alagba, Tonye J.

and gas drilling projects could help oil companies improve the performance of future drilling projects. Theoretically, the study's findings may help to bridge a gap in the project management CSFs literature, and add to the general project management body of knowledge.

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.

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

Directory of Open Access Journals (Sweden)

Eduard-Gabriel Ceptureanu

2017-02-01

Full Text Available The present paper addresses quality management from the specific perspective of project management consulting service providers, in the framework of large infrastructure projects. Because of their supposed superiority in knowledge and experience, project management consultants have an ultimate responsibility for the proper implementing of the project. Therefore, quality management in consulting organizations should focus on critical success factors. As there is no consensus yet regarding the most important aspects of the consulting activity on which depend the achievement of the project aims, there is scope for further investigating this subject. Here, the case of a project management consulting organization involved in large infrastructure projects in Romania, Bulgaria, Moldova, Ukraine and Serbia is analyzed. Data collected through a questionnaire-based survey among international consultants and support personnel suggest that factors related to leadership style and communication skills are more closely tied to the success of the project than more technical aspects. The results constitute an empirical evidence of main success factors for specialized consulting services in project management and can be useful in improving business and project performance and achieving business excellence.

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...

Project Management Using Modern Guidance, Navigation and Control Theory

Science.gov (United States)

Hill, Terry R.

2011-01-01

of the system. The behavior of a system, as captured in the system modeling, when properly done will aid in accurately predicting future system performance. The Feedback Control system understands the state and behavior of the system and uses feedback to adjust control inputs into the system. The feedback, which is the right arm of the Control system, allows change to be affected in the overall system; it therefore is important to not only correctly identify the system feedback inputs, but also the system response to the feedback inputs. The Navigation system takes multiple data inputs and based on a priori knowledge of the inputs, develops a statistically based weighting of the inputs and measurements to determine the system's state. Guidance and Planning Logic of the system, complete with an understanding of where the system is (provided by the Navigation system), will in turn determine where the system needs to be and how to get it there. With any system/project, it is critical that the objective of the system/project be clearly defined -- not only to plan but to measure performance and to aid in guiding the system or the project. The system principles discussed above, which can be and have been applied to the current CxP space suit development project, can also be mapped to real-world constituents, thus allowing project managers to apply systems theories that are well defined in engineering and mathematics to a discipline (i.e., Project Management) that historically has been based in personal experience and intuition. This mapping of GN&C theory to Project Management will, in turn, permit a direct, methodical approach to Project Management, planning and control providing a tool to help predict (and guide) performance and an understanding of the project constraints, how the project can be controlled, and the impacts to external influences and inputs. This approach, to a project manager, flows down to the three bottom-line variables of cost, schedule, and scope

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…

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...

Project Management Plan

International Nuclear Information System (INIS)

1988-01-01

The mission of the Uranium Mill Tailings Remedial Action (UMTRA) Project is explicitly stated and directed in the Uranium Mill Tailings Radiation Control Act of 1978, Public Law 95-604, 42 USC 7901 (hereinafter referred to as the ''Act''). Title I of the Act authorizes the Department of Energy (DOE) to undertake remedial actions at 24 designated inactive uranium processing sites and associated vicinity properties containing uranium mill tailings and other residual radioactive materials derived from the processing sites. The Act, amended in January 1983, by Public Law 97-415, also authorizes DOE to perform remedial actions at vicinity properties in Edgemont, South Dakota. Cleanup of the Edgemont processing site is the responsibility of the Tennessee Valley Authority. This document describes the plan, organization, system, and methodologies used to manage the design, construction, and other activities required to clean up the designated sites and associated vicinity properties in accordance with the Act. The plan describes the objectives of the UMTRA Project, defines participants' roles and responsibilities, outlines the technical approach for accomplishing the objectives, and describes the planning and managerial controls to be used in integrating and performing the Project mission. 21 figs., 21 tabs

Environmental Management Performance Report May 2000

International Nuclear Information System (INIS)

EDER, D.M.

2000-01-01

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-FU) a report of the Project Hanford Management Contractors' (PHMC)' Environmental Management (EM) performance by Fluor Hanford (FH) and its subcontractors. This report is a monthly publication that summarizes the PHMC EM performance. In addition, it includes some PHMC-level data not detailed elsewhere in the report. Section A, Executive Summary, provides an executive level summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides a forward look to some of the upcoming key performance activities as extracted from the PHMC baseline. The remaining sections provide detailed performance data relative to each individual Project (e.g., Waste Management, Spent Nuclear Fuels, etc.), in support of Section A of the report. A glossary of terms is provided at the end of this report for reference purposes. Unless otherwise noted, the Safety, Conduct of Operations, Metrics, and Cost/Schedule data contained herein is as of March 31, 2000. All other information is updated as noted

Environmental Management Performance Report May 2000

Energy Technology Data Exchange (ETDEWEB)

EDER, D.M.

2000-05-01

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-FU) a report of the Project Hanford Management Contractors' (PHMC)' Environmental Management (EM) performance by Fluor Hanford (FH) and its subcontractors. This report is a monthly publication that summarizes the PHMC EM performance. In addition, it includes some PHMC-level data not detailed elsewhere in the report. Section A, Executive Summary, provides an executive level summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides a forward look to some of the upcoming key performance activities as extracted from the PHMC baseline. The remaining sections provide detailed performance data relative to each individual Project (e.g., Waste Management, Spent Nuclear Fuels, etc.), in support of Section A of the report. A glossary of terms is provided at the end of this report for reference purposes. Unless otherwise noted, the Safety, Conduct of Operations, Metrics, and Cost/Schedule data contained herein is as of March 31, 2000. All other information is updated as noted.

Using Options to Manage Dynamic Uncertainty in Acquisition Projects

National Research Council Canada - National Science Library

Ceylan, B. K; Ford, David N

2002-01-01

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

Redefining Project Management Information Systems with New IT Services

Directory of Open Access Journals (Sweden)

Luminita Hurbean

2013-04-01

Full Text Available Achieving successful adoption of an innovative project management information system should involve influencing the project management environment by providing useful tools, training, reusable templates, techniques, and methods that improve the project manager's ability to successfully execute. This paper suggests that project management practice, enabled by emerging IT, could more explicitly recognize, represent, and manage the interdependencies that are pervasive throughout projects, thereby fully exploiting the potential of the IT to improve overall project performance. The last few years IT&C evolution led to new approaches to application and infrastructure architecture. Breaking from the traditional procedures used by organizations, they propose a cloud operating platform that reduces complexity and improves agility and scalability by altering the approach to the way data centres are built, applications are developed, infrastructure is managed, and organizations align and collaborate. Further, the paper explores the growing impact of mobile computing, cloud delivery and social business collaboration project management information systems and proposes a shift of a Five C’s for information systems in a cloud based operating platform, driven by cooperation, teamwork and continuous improvement.The proposed shift in the cloud indicates actual tools that may be adopted for better collaboration and higher business value of the project information management.

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.

Relational approach in managing construction project safety: a social capital perspective.

Science.gov (United States)

Koh, Tas Yong; Rowlinson, Steve

2012-09-01

Existing initiatives in the management of construction project safety are largely based on normative compliance and error prevention, a risk management approach. Although advantageous, these approaches are not wholly successful in further lowering accident rates. A major limitation lies with the approaches' lack of emphasis on the social and team processes inherent in construction project settings. We advance the enquiry by invoking the concept of social capital and project organisational processes, and their impacts on project safety performance. Because social capital is a primordial concept and affects project participants' interactions, its impact on project safety performance is hypothesised to be indirect, i.e. the impact of social capital on safety performance is mediated by organisational processes in adaptation and cooperation. A questionnaire survey was conducted within Hong Kong construction industry to test the hypotheses. 376 usable responses were received and used for analyses. The results reveal that, while the structural dimension is not significant, the mediational thesis is generally supported with the cognitive and relational dimensions affecting project participants' adaptation and cooperation, and the latter two processes affect safety performance. However, the cognitive dimension also directly affects safety performance. The implications of these results for project safety management are discussed. Copyright © 2011 Elsevier Ltd. All rights reserved.

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 ...

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...

Using Agile Project Management to Enhance the Performance of Instructional Design Teams

Science.gov (United States)

Sweeney, David S.; Cifuentes, Lauren

2010-01-01

Instructional design models describe in detail methodologies for designing effective instruction. Several widely adopted models include suggestions for managing instructional design projects. However, these suggestions focus on how to manage the instructional design steps rather than the instructional design and development team process. The…

Multifamily Retrofit Project Manager Job/Task Analysis and Report: September 2013

Energy Technology Data Exchange (ETDEWEB)

Owens, C. M.

2013-09-01

The development of job/task analyses (JTAs) is one of three components of the Guidelines for Home Energy Professionals project and will allow industry to develop training resources, quality assurance protocols, accredited training programs, and professional certifications. The Multifamily Retrofit Project Manager JTA identifies and catalogs all of the tasks performed by multifamily retrofit project managers, as well as the knowledge, skills, and abilities (KSAs) needed to perform the identified tasks.

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

Directory of Open Access Journals (Sweden)

Дмитро Сергійович КОБИЛКІН

2016-02-01

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

Identification of coordination factors affecting building projects performance

Directory of Open Access Journals (Sweden)

Wesam Salah Alaloul

2016-09-01

Full Text Available Construction projects performance requires improvement to fulfil the complexity of the stakeholders’ needs and expectations. Coordination process is proposed as an efficient solution for weak performance of construction projects. Therefore, coordination factors are vital in ensuring a successful implementation of all project phases. This study aimed to identify and prioritise coordination factors that influence the performance of building projects in Malaysian context. A vast body of literature on coordination process was reviewed and resulted in 53 coordination factor. Three rounds of Delphi technique were conducted. The most effective coordination factors were ranked based on the Relative Importance Index (RII such as Scheduling (RII = 0.97, Quality assurance plan (RII = 0.93, and all parties’ participation in plans (RII = 0.89. These coordination factors have fulfilled the research gap and provided better management and higher performance for project parties. The results offer insightful perspectives to define the most effective coordination factors, for addressing the dependency between project tasks and the parties to enhance project performance.

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...

Decommissioning Project Manager's Implementing Instructions (PMII)

International Nuclear Information System (INIS)

Mihalic, M.A.

1998-02-01

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

A Proposal for a Mindset of a Project Manager

DEFF Research Database (Denmark)

Eriksson, Joakim; Hansen, Claus Thorp

2008-01-01

and clarification of decision situations and consequences is rarely used in practice and structured reasoning about project and product performance when making decisions is also rare. In order to enhance the project managers’ understanding of decision-making in product development projects, the objective......A company’s product strategy and its management of the product development process have been found to be key factors for a product’s success on the market [1]. Project managers of development projects need support to make process decisions and defining goals that are consistent with the business....... In product development projects it is desirable to reduce the level of uncertainty in order to make decisions without having to redo them later in the project resulting in longer lead time and higher costs. It is the project manager’s responsibility to manage this uncertainty in a complex ever...

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

Science.gov (United States)

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

2017-12-01

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

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…

Software Tools Streamline Project Management

Science.gov (United States)

2009-01-01

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

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...

Can we talk? Communications management for the Waste Isolation Pilot Plant, a complex nuclear waste management project

International Nuclear Information System (INIS)

Goldstein, S.A.; Pullen, G.M.; Brewer, D.R.

1995-01-01

Sandia Nuclear Waste Management Program is pursuing for DOE an option for permanently disposing radioactive waste in deep geologic repositories. Included in the Program are the Waste Isolation Pilot Plant (WIPP) Project for US defense program mixed waste the Yucca Mountain Project (YMP) for spent power reactor fuel and vitrified high-level waste, projects for other waste types, and development efforts in environmental decision support technologies. WIPP and YMP are in the public arena, of a controversial nature, and provide significant management challenges. Both projects have large project teams, multiple organization participants, large budgets, long durations, are very complex, have a high degree of programmatic risk, and operate in an extremely regulated environment requiring legal defensibility. For environmental projects like these to succeed, SNL's Program is utilizing nearly all areas in PMI's Project Management Body of Knowledge (PMBOK) to manage along multiple project dimensions such as the physical sciences (e.g., geophysics and geochemistry; performance assessment; decision analysis) management sciences (controlling the triple constraint of performance, cost and schedule), and social sciences (belief systems; public participation; institutional politics). This discussion focuses primarily on communication challenges active on WIPP. How is the WIPP team meeting the challenges of managing communications?'' and ''How are you approaching similar challenges?'' will be questions for a dialog with the audience

HUBUNGAN KOMPETENSI PROJECT MANAGER TERHADAP KEBERHASILAN PROYEK KONSTRUKSI GEDUNG

Directory of Open Access Journals (Sweden)

Ida Ayu Ari Brahmantariguna

2016-07-01

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

The Hybrid Management Model: Influences of Organizational Structure and IT Project Management Practices on the Performance of Federal IT Projects

Science.gov (United States)

Neves, Celine A.

2012-01-01

The federal government spends much money on information technology (IT) projects each year, yet numerous IT projects continue to underperform. For instance, in Fiscal Year 2008, OMB and federal agencies identified approximately 413 IT projects ($25.2 billion) as being poorly planned, poorly performing, or both. Agencies struggle to implement sound…

Knowledge Management in the Project Life Cycle - Initial Research on Polish Smes

Directory of Open Access Journals (Sweden)

Łapuńka Iwona

2014-12-01

Full Text Available Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs. Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed.

Managing project risks and uncertainties

Directory of Open Access Journals (Sweden)

Mike Mentis

2015-01-01

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

Environmental Management Performance Report July 2000

Energy Technology Data Exchange (ETDEWEB)

EDER, D.M.

2000-07-01

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-RL) a monthly summary of the Project Hanford Management Contractor's (PHMC) Environmental Management (EM) performance by Fluor Hanford (FH) and its subcont.

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....

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...

Integrating Organizational Learning and Business Praxis: A Case for Intelligent Project Management.

Science.gov (United States)

Cavaleri, Steven A.; Fearon, David S.

2000-01-01

Project management provides a natural home for organizational learning, freeing it from mechanical processes. Organizational learning plays a critical role in intelligent project management, which combines manageability, performance outcomes of knowledge management, and innovation. Learning should be integrated into an organization's core…

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.

Examining the Perceived Value of Integration of Earned Value Management with Risk Management-Based Performance Measurement Baseline

Science.gov (United States)

Shah, Akhtar H.

2014-01-01

Many projects fail despite the use of evidence-based project management practices such as Performance Measurement Baseline (PMB), Earned Value Management (EVM) and Risk Management (RM). Although previous researchers have found that integrated project management techniques could be more valuable than the same techniques used by themselves, these…

Application of the graded management approach to Battelle's nuclear project

International Nuclear Information System (INIS)

Voth, C.B.

1996-01-01

Battelle's graded management approach provides an effective and efficient method to perform the Battelle Columbus Laboratories Decommissioning Project (BCLDP). The project is managed by Battelle under their US Nuclear Regulatory Commission (NRC) license but is partially funded by the US Department of Energy (DOE) on a cost-shared basis. Battelle's graded management approach adheres to the regulations and orders governing the BCLDP by the interaction of various plans, procedures, permits, and work instructions. By independent assessment, quality control, and worker training, Battelle has been able to establish a cost-effective approach to performing work and, at the same time, have a controlled checks and balance system to assure the proper safety considerations and project particulars are taken into account

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....

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.

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.

Performance management practices in public sector organizations : Impact on performance

NARCIS (Netherlands)

Verbeeten, Frank H.M.

2008-01-01

Purpose - The aim of this study is to investigate whether performance management practices affect performance in public sector organizations. Design/methodology/approach - Theoretically, the research project is based on economic as well as behavioral theories. The study distinguishes amongst

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.

Remedial Action and Waste Disposal Project Manager's Implementing Instructions

International Nuclear Information System (INIS)

Dronen, V.R.

1998-01-01

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

Oil sands tailings management project

Energy Technology Data Exchange (ETDEWEB)

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

2010-11-15

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

Oil sands tailings management project

International Nuclear Information System (INIS)

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

2010-11-01

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

7 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...

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...

Can we talk? Communications management for the Waste Isolation Pilot Plant, a complex nuclear waste management project

Energy Technology Data Exchange (ETDEWEB)

Goldstein, S.A.; Pullen, G.M.; Brewer, D.R.

1995-07-01

Sandia Nuclear Waste Management Program is pursuing for DOE an option for permanently disposing radioactive waste in deep geologic repositories. Included in the Program are the Waste Isolation Pilot Plant (WIPP) Project for US defense program mixed waste the Yucca Mountain Project (YMP) for spent power reactor fuel and vitrified high-level waste, projects for other waste types, and development efforts in environmental decision support technologies. WIPP and YMP are in the public arena, of a controversial nature, and provide significant management challenges. Both projects have large project teams, multiple organization participants, large budgets, long durations, are very complex, have a high degree of programmatic risk, and operate in an extremely regulated environment requiring legal defensibility. For environmental projects like these to succeed, SNL`s Program is utilizing nearly all areas in PMI`s Project Management Body of Knowledge (PMBOK) to manage along multiple project dimensions such as the physical sciences (e.g., geophysics and geochemistry; performance assessment; decision analysis) management sciences (controlling the triple constraint of performance, cost and schedule), and social sciences (belief systems; public participation; institutional politics). This discussion focuses primarily on communication challenges active on WIPP. How is the WIPP team meeting the challenges of managing communications?`` and ``How are you approaching similar challenges?`` will be questions for a dialog with the audience.

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...

Quality management in an international nuclear power plant project

International Nuclear Information System (INIS)

Brion, J.; Crustin, J.

1975-01-01

SNR (Schneller Natriumgekuehlter Reaktor) is the fast reactor power plant being erected at Kalkar, Federal German Republic. Quality management in this project is a contractual obligation. Quality management is subdivided into quality engineering, set of actions performed before manufacturing, and quality control, set of material controls performed during fabrication. The two successive phases of the quality management are presented. The difficulties and improvment possibilities are discussed [fr

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.

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

permitting, scheduling, costs, stakeholders and technical issues. To meet the customer's needs and deadlines, the project was managed with conscientious discipline and application of sound project management principles in the Project Management Institute's Project Management Body of Knowledge. Several factors contributed to project success. Extensive planning and preparation were conducted, which was instrumental to contract and procurement management. Anticipating issues and risks, CH2M HILL prepared well defined scope and expectations, particularly for safety. To ensure worker safety, the project management team incorporated CH2M HILL's Integrated Safety Management System (ISMS) into the project and included safety requirements in contracting documents and baseline planning. The construction contractor DelHur Industries, Inc. adopted CH2M HILL's safety program to meet the procurement requirement for a comparable ISMS safety program. This project management approach contributed to an excellent safety record for a project with heavy equipment in constant motion and 63,555 man-hours worked. The project manager worked closely with ORP and Ecology to keep them involved in project decisions and head off any stakeholder or regulatory concerns. As issues emerged, the project manager addressed them expeditiously to maintain a rigorous schedule. Subcontractors and project contributors were held to contract commitments for performance of the work scope and requirements for quality, budget and schedule. Another element of project success extended to early and continual involvement of all interested in the project scope. Due to the public sensitivity of constructing a landfill planned for radioactive waste as well as offsite waste, there were many stakeholders and it was important to secure their agreement on scope and time frames. The project had multiple participants involved in quality assurance surveillances, audits and inspections, including the construction contractor, CH2M HILL

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.

Return on Scientific Investment - RoSI: a PMO dynamical index proposal for scientific projects performance evaluation and management.

Science.gov (United States)

Caous, Cristofer André; Machado, Birajara; Hors, Cora; Zeh, Andrea Kaufmann; Dias, Cleber Gustavo; Amaro Junior, Edson

2012-01-01

To propose a measure (index) of expected risks to evaluate and follow up the performance analysis of research projects involving financial and adequate structure parameters for its development. A ranking of acceptable results regarding research projects with complex variables was used as an index to gauge a project performance. In order to implement this method the ulcer index as the basic model to accommodate the following variables was applied: costs, high impact publication, fund raising, and patent registry. The proposed structured analysis, named here as RoSI (Return on Scientific Investment) comprises a pipeline of analysis to characterize the risk based on a modeling tool that comprises multiple variables interacting in semi-quantitatively environments. This method was tested with data from three different projects in our Institution (projects A, B and C). Different curves reflected the ulcer indexes identifying the project that may have a minor risk (project C) related to development and expected results according to initial or full investment. The results showed that this model contributes significantly to the analysis of risk and planning as well as to the definition of necessary investments that consider contingency actions with benefits to the different stakeholders: the investor or donor, the project manager and the researchers.

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.

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

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....

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

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...

Managing large energy and mineral resources (EMR) projects in challenging environments

Science.gov (United States)

Chanmeka, Arpamart

The viability of energy mineral resources (EMR) construction projects is contingent upon the state of the world economic climate. Oil sands projects in Alberta, Canada exemplify large EMR projects that are highly sensitive to fluctuations in the world market. Alberta EMR projects are constrained by high fixed production costs and are also widely recognized as one of the most challenging construction projects to successfully deliver due to impacts from extreme weather conditions, remote locations and issues with labor availability amongst others. As indicated in many studies, these hardships strain the industry's ability to execute work efficiently, resulting in declining productivity and mounting cost and schedule overruns. Therefore, to enhance the competitiveness of Alberta EMR projects, project teams are targeting effective management strategies to enhance project performance and productivity by countering the uniquely challenging environment in Alberta. The main purpose of this research is to develop industry wide benchmarking tailored to the specific constraints and challenges of Alberta. Results support quantitative assessments and identify the root causes of project performance and ineffective field productivity problems in the heavy industry sector capital projects. Customized metrics produced from the data collected through a web-based survey instrument were used to quantitatively assess project performance in the following dimensions: cost, schedule, change, rework, safety, engineering and construction productivity and construction practices. The system enables the industry to measure project performance more accurately, get meaningful comparisons, while establishing credible norms specific to Alberta projects. Data analysis to identify the root cause of performance problems was conducted. The analysis of Alberta projects substantiated lessons of previous studies to create an improved awareness of the abilities of Alberta-based companies to manage their

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...

IMPORTANCE OF EARNED VALUE METHOD (EVA IN THE PERFORMANCE ANALYSIS OF PROJECTS

Directory of Open Access Journals (Sweden)

MARGARITA JANESKA

2016-04-01

Full Text Available The economics of the projects is an important process in the project management. Effective control of projects is based on appropriate methods for monitoring, and the entire project, the timetable, cost, quality and risk. Unlike accounting aspects in project management are looking for information that allow insight into the status and trends of financial progress of the project. Such information provide a method of earned value. It is a key component for assessing the actual performance of the project. The method of earned value is a better indicator of the progress of the project in comparison to the classical method of comparing planned and actual costs. This method shows the profit in relation to actual costs at a specific time point. This method is the basis for calculating the index of the project performance. In this sense, MS Project provides many opportunities for quality control and monitoring of the realization of the projects. In this study will be described the architecture of this method, outlined the benefits of the application of this method, and the basic criteria that should satisfy project management to be able to apply it.

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

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…

PROJECT MANAGEMENT INFORMATION SYSTEM: STUDY IN SMALL AND MEDIUM ENTERPRISES OF INDUSTRIAL AUTOMATION

Directory of Open Access Journals (Sweden)

Paulo Eduardo Mondin

2016-12-01

Full Text Available This article aims to analyze the structuring stage and use of information systems in project management in small and medium-sized companies in the business of providing services in industrial automation. Information systems applied to project management - SIGPs can contribute to decision-making on projects, assisting in the management of reliable information in real time, making it a natural choice for most companies looking to increase performance management of their projects. The research method used was multiple case study, in line with the explanatory nature of the study, when to investigate and perform analytical comparisons on how small and medium-sized enterprises of the studied branch structure and use the SIGPs, considering the contemporary character theme and the possibility of direct observation of the object of study, in addition to conducting interviews. The main results were identified the main gaps in project management in companies and research as the management characteristics of these SMEs have influence in how their projects are managed. It was observed that there is a predominance of features involving scope, time and resources on projects, whereas aspects related to costs, risks, quality, procurement and communications have unimpressive results in relation to structuring.

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

Waste management for the Shippingport Station Decommissioning Project

International Nuclear Information System (INIS)

Mullee, G.R.; Schulmeister, A.R.

1987-01-01

The Shippingport Station Decommissioning Project (SSDP) is being performed by the US Department of Energy (DOE) with the objectives of placing the station in a radiologically safe condition, demonstrating safe and cost effective dismantlement and providing useful data for future decommissioning projects. This paper describes the development of the Waste Management Plan which is being used for the accomplishment of the SSDP. Significant aspects of the Plan are described, such as the use of a process control and inventory system. The current status of waste management activities is reported. It is concluded that SSDP has some unique aspects which will provide useful information for future decommissioning projects

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.

Performance Management or Performance Based Management?

OpenAIRE

Cristina PROTOPOPESCU

2013-01-01

In this paper we present some considerations about performance and performance management. Starting with the challenge of defining the performance concept, we intend to establish if „performance management” can be a new management system or it is just a sophisticated term for a HR strategy in order to improve the performance of teams and individuals. We also try to discuss the conection between performance management and management by objectives. Whether or not it is exageratted to talk about...

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...

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

issues as well as challenges with permitting, scheduling, costs, stakeholders and technical issues. To meet the customer's needs and deadlines, the project was managed with conscientious discipline and application of sound project management principles in the Project Management Institute's Project Management Body of Knowledge. Several factors contributed to project success. Extensive planning and preparation were conducted, which was instrumental to contract and procurement management. Anticipating issues and risks, CH2M HILL prepared well defined scope and expectations, particularly for safety. To ensure worker safety, the project management team incorporated CH2M HILL's Integrated Safety Management System (ISMS) into the project and included safety requirements in contracting documents and baseline planning. The construction contractor DelHur Industries, Inc. adopted CH2M HILL's safety program to meet the procurement requirement for a comparable ISMS safety program. This project management approach contributed to an excellent safety record for a project with heavy equipment in constant motion and 63,555 man-hours worked. The project manager worked closely with ORP and Ecology to keep them involved in project decisions and head off any stakeholder or regulatory concerns. As issues emerged, the project manager addressed them expeditiously to maintain a rigorous schedule. Subcontractors and project contributors were held to contract commitments for performance of the work scope and requirements for quality, budget and schedule. Another element of project success extended to early and continual involvement of all interested in the project scope. Due to the public sensitivity of constructing a landfill planned for radioactive waste as well as offsite waste, there were many stakeholders and it was important to secure their agreement on scope and time frames. The project had multiple participants involved in quality assurance surveillances, audits and

Understanding and Managing Process Interaction in IS Development Projects

DEFF Research Database (Denmark)

Bygstad, Bendik; Nielsen, Peter Axel

2005-01-01

Increasingly, information systems must be developed and implemented as a part of business change. This is a challenge for the IS project manager, since business change and information systems development usually are performed as separate processes. Thus, there is a need to understand and manage......-technical innovation in a situation where the organisational change process and the IS development process are parallel but incongruent. We also argue that iterative software engineering frameworks are well structured to support process interaction. Finally, we advocate that the IS project manager needs to manage...... the relationship between these two kinds of processes. To understand the interaction between information systems development and planned organisational change we introduce the concept of process interaction. We draw on a longitudinal case study of an IS development project that used an iterative and incremental...

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.

Future development of project management competences.

NARCIS (Netherlands)

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

2009-01-01

This paper describes a study into the expected development of the competences of the project manager in the year 2027. The study was performed amongst the members of IPMA-Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were

WAYS TO IMPROVE RISK MANAGEMENT IN COMPLEX PROJECTS

Directory of Open Access Journals (Sweden)

Emilia IORDACHE

2012-01-01

Full Text Available Risk is present in all human activities; it can be associated with health, security, economy or environment. The goal of risk management is to control, prevent or decrease potential damages. Technically speaking, risk management means all the activities coordinated so as to orient and monitor an organization from the risk perspective. Risk management helps formulate the most adequate decisions by taking account of uncertainties and their effects upon the accomplishment of proposed goals, and argues the need to lay down and implement coercive, preventive actions typical of the management of a company. The benefits of good risk management and also the consequences of bad management shall undoubtedly be felt by an organization’s board, employees, shareholders, customers as well as by all other entities concerned with organizational performance. Projects generally include a number of risks in common with those in business as well as certain typical ones. In complex projects, it is this very feature – complexity – which generates the need to implement risk management for the purpose to diminish, remove, and monitor the risks which can influence the development of a project.

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...

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

International Nuclear Information System (INIS)

Song Haitao; Huang Zhongping; Zhang Zemin; Wang Zikai

2010-01-01

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

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.

The assurance management program for the Nova laser fusion project

International Nuclear Information System (INIS)

Levy, A.J.

1983-01-01

In a well managed project, Quality Assurance is an integral part of the management activities performed on a daily basis. Management assures successful performance within budget and on schedule by using all the good business, scientific, engineering, quality assurance, and safety practices available. Quality assurance and safety practices employed on Nova are put in perspective by integrating them into the overall function of good project management. The Inertial Confinement Fusion (ICF) approach is explained in general terms. The laser ICF and magnetic fusion facilities are significantly different in that the laser system is used solely as a highly reliable energy source for performing plasma physics experiments related to fusion target development; by contrast, magnetic fusion facilities are themselves the experiments. The Nova project consists of a 10-beam, 74 cm aperture neodymium-glass laser experimental facility which is being constructed by the Lawrence Livermore National Laboratory (LLNL) for the U.S. Department of Energy. Nova has a total estimated cost of $176M and will become operational in the Fall of 1984. The Nova laser will be used as the high energy driver for studying the regime of ignition for ICF. The Nova assurance management program was developed using the quality assurance (QA) approach first implemented at LLNL in early 1978. The LLNL QA program is described as an introduction to the Nova assurance management program. The Nova system is described pictorially through the Nova configuration, subsystems and major components, interjecting the QA techniques which are being pragmatically used to assure the successful completion of the project

Environmental Management Performance Report April 2000

Energy Technology Data Exchange (ETDEWEB)

EDER, D.M.

2000-04-01

The purpose of the Environmental Management Performance Report (EMPR) is to provide the Department of Energy Richland Operations Office's (DOE-RL's) report of Hanford's Environmental Management (EM) performance by: Project Hanford Management Contract (PHMC) through Fluor Hanford, Inc. (FHI) and its subcontractors; Environmental Restoration Contract through Bechtel Hanford, Inc. (BHI), and its subcontractors; Pacific Northwest National Laboratories (PNNL) for EM and EM Science and Technology (S and T) Mission; and Office of Safety Regulation of the TWRS Privatization Contractor. This report is a monthly publication that summarizes EM Site performance under RL Operations Office. It is organized by the four sections listed above, with each section containing an Executive Summary and Area Performance Summaries.

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.

Comparing Performance of Government and Private Clients in Construction Projects: Contractors’ Perspective

OpenAIRE

Jati Utomo Dwi Hatmoko; Riqi Radian Khasania

2016-01-01

By nature, government and private projects have different characteristics, which influence client performance. This research aims to compare performance of government and private clients in construction projects as perceived by contractors. Six client performance indicators were used, i.e. understanding of project requirements, financial, decision making, management skills, supports for contractor, and client’s attitude. Data were collected through questionnaire surveys filled in by 117 respo...

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)

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.

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

Directory of Open Access Journals (Sweden)

Kao I-Chan

2017-01-01

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

Designing the owner's nuclear project management organization

International Nuclear Information System (INIS)

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

1976-01-01

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

Project management plan for the gunite and associated tanks treatability studies project at Oak Ridge National Laboratory, Oak Ridge, Tennessee

International Nuclear Information System (INIS)

1995-12-01

This plan for the Gunite and Associated Tanks (GAAT) Treatability Studies Project satisfies the requirements of the program management plan for the Oak Ridge National Laboratory (ORNL) Environmental Restoration (ER) Program as established in the Program Management Plan for the Martin Marietta Energy Systems, Inc., Oak Ridge National Laboratory Site Environmental Restoration Program. This plan is a subtier of several other ER documents designed to satisfy the US Department of Energy (DOE) Order 4700.1 requirement for major systems acquisitions. This project management plan identifies the major activities of the GAAT Treatability Studies Project; establishes performance criteria; discusses the roles and responsibilities of the organizations that will perform the work; and summarizes the work breakdown structure, schedule, milestones, and cost estimate for the project

MANAGE INTERESTED PARTIES IN PROJECT ENVIRONMENT

Directory of Open Access Journals (Sweden)

BILOKON A. I.

2016-04-01

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

Female Project Managers' Workplace Problems: a Survey

Science.gov (United States)

Duong, Thuong Thi; Skitmore, Martin

This article examines the extent to which challenges in the workplace may cause female project managers to be in a significantly small minority. A survey of members of the Australian Institute of Project Management in Queensland is described. This compares the experiences and observations of both men and women on various issues related to technical and gender aspects in project management workplaces. The results show that although female project managers experience many problems, male project managers also experience most of the same problems. Likewise, there are also few differences between more and less experience, the level of management, and types of industries. The differences that do occur involve discrimination against women in general, differences in project management styles, and support from other project managers.

ADVERTISEMENTS FOR ICT PROJECT MANAGERS SHOW DIVERSITY BETWEEN SWEDISH EMPLOYERS’ AND PROJECT MANAGEMENT ASSOCIATIONS’ VIEWS OF PM CERTIFICATIONS

Directory of Open Access Journals (Sweden)

Siw Lundqvist

2014-05-01

Full Text Available Appointing ICT project managers is a delicate issue for management; not least since ICT projects are known to be unsuccessful in delivering the required product in time and on budget. Hence, it is even more important to find the “right” individual for the job. According to project management associations, certification in project management is a prerequisite for a project manager’s successful career. The appreciation of project management certifications among Swedish employers was studied using data collected from job advertisements for ICT project managers during four years (2010-2013. Judged on how the advertisements were worded the result indicates surprisingly low interest from the employers’ side, which conflicts with the project management associations statements about the certifications’ indispensable value for successful projects. Furthermore, it conflicts with a common understanding of certifications as essential for appointment as a project manager. The findings identify a possible gap between PM associations’ and employers’ views regarding the certifications’ value, and highlight the necessity of seriously considering whether it is worthwhile for the individuals to strive for, and for the organizations to promote certification, since it is costly in both time, effort and money.

Management of large complex multi-stakeholders projects: a bibliometric approach

Directory of Open Access Journals (Sweden)

Aline Sacchi Homrich

2017-06-01

Full Text Available The growing global importance of large infrastructure projects has piqued the interest of many researchers in a variety of issues related to the management of large, multi-stakeholder projects, characterized by their high complexity and intense interaction among numerous stake-holders with distinct levels of responsibility. The objective of this study is to provide an overview of the academic literature focused on the management of these kinds of projects, describing the main themes considered, the lines of research identified and prominent trends. Bibliometric analysis techniques were used as well as network and content analysis. Research for information was performed in the scientific database, ISI Web of Knowledge and Scopus. The initial sample analysis consisted of 144 papers published between 1984 and 2014 and expanded to the references cited in these papers. The models identified in the literature converge with the following key-processes: project delivery systems; risk-management models; project cost management; public-private partnership.

Team research at the biology-mathematics interface: project management perspectives.

Science.gov (United States)

Milton, John G; Radunskaya, Ami E; Lee, Arthur H; de Pillis, Lisette G; Bartlett, Diana F

2010-01-01

The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics background and an experimentally oriented biology student. The team mentors typically ranked the students' performance very good to excellent over a range of attributes that included creativity and ability to conduct independent research. However, the research teams experienced problems meeting prespecified deadlines due to poor time and project management skills. Because time and project management skills can be readily taught and moreover typically reflect good research practices, simple modifications should be made to undergraduate curricula so that the promise of initiatives, such as MATH-BIO 2010, can be implemented.

Project Management in Higher Education

Science.gov (United States)

Alpert, Shannon Atkinson

2011-01-01

This study identified factors that influenced the use of project management in higher education research projects. Using a qualitative grounded theory approach that included in-depth interviews with assistant professors, the researcher examined how these individuals were using project management processes and tools and factors that enabled,…

Managing open innovation projects with science-based and market-based partners

NARCIS (Netherlands)

Du, J.; Leten, B.; Vanhaverbeke, W.

2014-01-01

This paper examines the relationship between (outside-in) open innovation and the financial performance of R&D projects, drawing on a unique dataset that contains information on the open innovation practices, management and performance of 489 R&D projects of a large European multinational firm. We

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

OpenAIRE

Adhi Cahyono; Yanki Hartijasti

2012-01-01

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

Managing Stress. Project Seed.

Science.gov (United States)

Muto, Donna; Wilk, Jan

One of eight papers from Project Seed, this paper describes a stress management project undertaken with high school sophomores. Managing Stress is described as an interactive workshop that offers young people an opportunity to examine specific areas of stress in their lives and to learn effective ways to deal with them. The program described…

Building a Sustainable Project Management Capacity in Cyprus

Science.gov (United States)

Kelly, Steven J.; Esque, Timm J.; Novak, M. Mari; Cermakova, Anna

2012-01-01

The performance-driven project management program examined in this article was funded to support a variety of technical assistance efforts designed to strengthen the performance of small and medium enterprises in the Turkish Cypriot community in Cyprus. The customized program combined progressive workshops with hands-on and distance coaching by…

76 FR 56363 - Capital Project Management

Science.gov (United States)

2011-09-13

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

78 FR 16460 - Capital Project Management

Science.gov (United States)

2013-03-15

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

Was Project Management Life Really Better in Apollo?

Science.gov (United States)

2010-01-01

This slide presentation discusses the question of "Was Project Management Life Really Better in Apollo?" Was money really flowing freely all through Apollo? Are we wallowing in nostalgia and comparing current circumstances to a managerial time which did not exist? This talk discusses these and other questions as background for you as today s project managers. There are slides showing the timelines from before the speech that Kennedy gave promising to land a man on the moon, to the early 60's, when the manned space center prepared the preliminary lunar landing mission design, an NASA organization chart from 1970, various photos of the rockets, and the astronauts are presented. The next slides discuss the budgets from the 1960's to the early 1970's. Also the results of a survey of 62 managers, who were asked "What problems pose the greatest obstacles to successful project performance?"

Environmental Management Performance Report November 2000

Energy Technology Data Exchange (ETDEWEB)

EDER, D.M.

2000-11-01

The purpose of the Environmental Management Performance Report (EMPR) is to provide the Department of Energy Richland Operations Office's (DOE-RL's) report of Hanford's Environmental Management (EM) performance by: Project Hanford Management Contract (PHMC) through Fluor Hanford, Inc. (FH) and its subcontractors; Environmental Restoration Contract through Bechtel Hanford, Inc. (BHI), and its subcontractors; Pacific Northwest National Laboratories (PNNL) for Science and Technology support to the EM Mission; and Office of Safety Regulation of the TWRS Privatization Contractor. This report is a monthly publication that summarizes EM Site performance under RL Operations Office. It is organized by the four sections listed above, with each section containing an Executive Summary and Area Performance Summaries. A glossary of terms is provided at the end of this report for reference purposes.

Management evolution in the LSST project

Science.gov (United States)

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

2010-07-01

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

I-15 integrated corridor management system : project management plan.

Science.gov (United States)

2011-06-01

The Project Management Plan (PMP) assists the San Diego ICM Team by defining a procedural framework for : management and control of the I-15 Integrated Corridor Management Demonstration Project, and development and : deployment of the ICM System. The...

Managing dualities in organizational change projects

OpenAIRE

Shaw, David

2016-01-01

When managers want to change their organisation they often set up a project to do it, in the belief that doing so simplifies and focuses the change initiative and brings greater assurance of success. Case studies of three organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine the notion of project management and change management as a duality. It is argued that the structured, systematic approach associated with project management needs to be ba...

Adaptation of Agile Project Management Methodology for Project Team

Directory of Open Access Journals (Sweden)

Rasnacis Arturs

2015-12-01

Full Text Available A project management methodology that defines basic processes, tools, techniques, methods, resources and procedures used to manage a project is necessary for effective and successful IT project management. Each company needs to define its own methodology or adapt some of the existing ones. The purpose of the research is to evaluate the possibilities of adapting IT project development methodology according to the company, company employee characteristics and their mutual relations. The adaptation process will be illustrated with a case study at an IT company in Latvia where the developed methodology is based on Agile Scrum, one of the most widespread Agile methods.

[The research project: financing and management].

Science.gov (United States)

Schena, F P

2003-01-01

Basic and clinical research is accomplished by projects. The design of a project is not only based on the scientific content but also on its financing and management. This article wants to illustrate the correct modalities for project financing and project management in a scientific project.

Ontological Analysis of the Project Risk Management Concept ‘Risk’

Directory of Open Access Journals (Sweden)

Uzulāns Juris

2018-02-01

Full Text Available The aim of the current research series is to examine the definitions of the concept ‘risk’ and analyze the concepts used in the definitions of ‘risk’ in the sources of these definitions in order to perform the ontological analysis of the concept of ‘risk’. Ontological and epistemological analysis of the concepts in the definition of the concept ‘risk’ was used to answer the question what ‘risk’ means in project management. This investigation represents a part of the research series where the ontological, epistemological and methodological analysis of project risk is performed with the aim to improve risk registers and risk management as a whole. In the previous studies the author analyzed the concept of ‘event’ that defines the content of the concept ‘risk’. The use of ‘event’ was analyzed in different sources to find out how the concept should be used. The ontological, epistemological and methodological analysis of the definitions of the concept ‘risk’ is the theoretical foundation for risk register creation because it is possible to create complete and understandable register for the participants of the project risk management process. The author believes that the conducted research helps establish confidence that ontological analysis is the method that together with the epistemological and methodological analysis provides opportunity to perform analysis of risk management sources aimed at improving risk management. The results of the study cannot be considered sufficient for deriving valid conclusions about project risk management and developing recommendations for improving risk management with regard to the content of the risk register. For valid conclusions and recommendations, a deeper research is needed which, first of all, would analyze a larger number of sources.

76 FR 67400 - Capital Project Management

Science.gov (United States)

2011-11-01

...-0030] RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT... extending the comment period on its proposed rule for Capital Project Management to December 2, 2011, to...) proposing to transform the current FTA rule for project management oversight into a discrete set of...

HBR guide to project management

CERN Document Server

Harvard Business Review

2013-01-01

MEET YOUR GOALS—ON TIME AND ON BUDGET. How do you rein in the scope of your project when you’ve got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention? Whether you’re managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly. The HBR Guide to Project Management will help you: • Build a strong, focused team • Break major objectives into manageable tasks • Create a schedule that keeps all the moving parts under control • Monitor progress toward your goals • Manage stakeholders’ expectations • Wrap up your project and gauge its success

Risk management in nuclear projects

International Nuclear Information System (INIS)

Salles, Claudio J.R.

2002-01-01

The risk management will be defined by different aspects: danger or loss possibility, or responsibility for damage. The risk management is one stage of project management. The risk management is a continuous process of planning, identification, quantification, answer and risk control to maximize the success potential of activity. The reduction of risk is part of priority establishment. This work will indicate how introduce this important instrument in the management of nuclear projects. (author)

Project Management Plan (PMP) for Work Management Implementation

International Nuclear Information System (INIS)

SHIPLER, C.E.

2000-01-01

The purpose of this document is to provide a project plan for Work Management Implementation by the River Protection Project (RPP). Work Management is an information initiative to implement industry best practices by replacing some Tank Farm legacy system

Project management strategies for prototyping breakdowns

DEFF Research Database (Denmark)

Granlien, Maren Sander; Pries-Heje, Jan; Baskerville, Richard

2009-01-01

, managing the explorative and iterative aspects of prototyping projects is not a trivial task. We examine the managerial challenges in a small scale prototyping project in the Danish healthcare sector where a prototype breakdown and project escalation occurs. From this study we derive a framework...... of strategies for coping with escalation in troubled prototyping projects; the framework is based on project management triangle theory and is useful when considering how to manage prototype breakdown and escalation. All strategies were applied in the project case at different points in time. The strategies led...

Impacto dos modelos de referência e maturidade no gerenciamento de projetos: estudo exploratório em projetos de tecnologia da informação Impact of project management reference and project management maturity models on performance: an exploratory study in information technology projects

Directory of Open Access Journals (Sweden)

Fernando Tobal Berssaneti

2012-08-01

Full Text Available Modelos de maturidade e modelos de referência em gerenciamento de projetos têm sido implantados de forma crescente na área de tecnologia da informação (TI. Este artigo tem por objetivo analisar o impacto do grau de maturidade organizacional em gerenciamento de projetos e o da adoção de modelos de referência no sucesso de projetos de TI. Foi adotada a abordagem de pesquisa quantitativa, com levantamento junto a 51 profissionais da área. Os resultados apontam para correlação positiva entre o grau de maturidade organizacional em gerenciamento de projetos e a satisfação das demandas dos stakeholders (principais interessados no projeto. Também foi constatada relação estatística positiva entre a adoção do PMBoK e o sucesso de projetos de TI, no que concerne ao atendimento dos requisitos e satisfação das demandas dos stakeholders.Project management maturity and project management reference models have been widely adopted on information technology (IT companies. This article aims to analyze the impact of project management maturity level and adopt reference models on IT projects performance (success. A quantitative research approach was used, including a survey with 51 professionals from the sector. Results showed positive impact between project management maturity level and meeting of stakeholders' demands. A positive statistical correlation was also found in firms that develop information technology projects through PMBoK adoption concerning meeting requirements and meeting of stakeholders' demands.

The Missing Point Of Knowledge Management in PFI Projects

Directory of Open Access Journals (Sweden)

Kipli Kumalasari

2016-01-01

Full Text Available The Private Finance Initiative (PFI procurement model is a complex system which includes long-term commitment; customers’ satisfaction and through-life collaborative working. The projects based on this type of procurement has start from the year 1992 in the UK and year 2006 in Malaysia. Along the process, the PFI projects face few problems despite its advantages. These problem has effected the projects performance such as delay and cost overruns. It seems that the problems occurred are repeatable despite many types of research delved into solving the issues. This paper seeks, to find out the most common problems occur in PFI projects and highlights the best solution to tackle the problems. It also looks at whether similar problems occur in Malaysian construction industry. This research has summarised and critically review the literature on the repeated issues and problem in PFI projects which effect the performance of the projects in term of time, quality and money. It was found that similar problems occur and that similar suggestions were proposed. This shows that the proposed solutions have weaknesses somewhat and hence need to enhance further. This research highlighted the potential of incorporating knowledge management concept through its elements to address the problems. Finally, the paper proposes recommendations to improve the performance of PFI projects with the enhancement of knowledge management especially at the initial and planning stage up to bidding stage where the problem reviewed in the literature always occurred

INVAP and its project management capabilities: a key to company success

International Nuclear Information System (INIS)

Salvatore, Marcelo; Delgado, Ricardo; Niklison, Carlos; Ordonez, Juan Pablo; Gerbino, Juan Jose Gil

2002-01-01

Over the past 26 years, several factors have contributed to INVAP's projection into domestic and overseas operations. Of these, the most recognized is of course the technological capabilities INVAP keeps developing to satisfy our customer's requirements. In a second thought, the other factor is the strategic objective of providing specific purpose customer oriented solutions. The less obvious third important factor in this trilogy is the successful application of Project Management techniques and methods. INVAP's vision on Project Management encompasses well known concepts as: Integrated Management, Proactive solutions, Cost Control and Reporting, Quality Assurance, Target Schedules, Performance Requirements, Risk Management, Configuration Management and Integrated Logistic Support. After 2 years of execution of the Replacement Research Reactor Project for the Australian Nuclear Science and Technology Organization, our Project Management methodology have allowed us to timely meet all project milestones, complete basic and detail engineering, timely deliver the preliminary safety reports, manufacture and test technological concepts in specifically built mock ups and overcome risky situations -like the economical panorama in Argentina- without jeopardizing our Contractual commitments. Present paper depicts the practical approach INVAP has for Project Management -particularly within the Nuclear Division-, and a description of the tools to such aim developed. (author)

PROJECT MANAGEMENT CONSIDERED IN A 2014 PERSPECTIVE

OpenAIRE

GRAPA ADELINA-ROXANA; SOARE ALICE-MAGDALENA

2014-01-01

Project Management has come of age, yet multiple surveys and reports confirm the fact that the majority of projects are challenged. Given the more demanding and strict financial constraints associated with the current fiscal climate, project management is regarded as a tool that can deliver more with less. The literature on Project Management shows that, in spite of advancement in Project Management processes, tools and systems, project success has not significantly improved. T...

Globalization And Knowledge Management In Projects

Directory of Open Access Journals (Sweden)

Bubel Dagmara

2015-06-01

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

Prototype road weather performance management tool : installation instructions & user manual.

Science.gov (United States)

2016-07-20

This document is the Installation Instructions and User Manual for the Road Weather Performance Management (RW-PM) Tool developed for the project on Development and Demonstration of a Prototype Road Weather Performance Management Application that Use...

Project management plan for exploratory shaft at Yucca Mountain

International Nuclear Information System (INIS)

1983-08-01

This Project Management Plan (PMP) provides the basic guidance and describes the organizational structure and procedures for the design, construction, and testing of a large-diameter Exploratory Shaft (ES) in tuffaceous media as a major element within the Nevada Nuclear Waste Storage Investigations (NNWSI) project, which is a part of the National Waste Terminal Storage (NWTS) Program, US Department of Energy (DOE). The PMP encompasses activities identified as construction phase and in situ phase testing to be conducted from the ES through September 30, 1986. Specific topics addressed are the ES project objectives, the management organization and responsibilities, functional support requirements, work plan (including quality assurance aspects), work breakdown structure, milestone schedule, logic diagram, performance criteria, cost estimates, management control systems, procurement plan, test plan, and environmental, health and safety plans

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...

Project management. A discipline which contributes to project success

International Nuclear Information System (INIS)

Hoch, G.

2008-01-01

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

MANAGING INNOVATION PROJECTS USING DISTRIBUTION LOGISTICS

Directory of Open Access Journals (Sweden)

Erika Loučanová

2015-12-01

Full Text Available A significant part of innovation projects management is the distribution logistics. From the point of view of time and material content, the properly chosen way of distribution is one of many factors for success of the project and innovation creation itself. The paper points out the fundamental basis of innovation management in the stage of its realization referring to the importance of distribution logistics in this part of innovation project management. Distribution logistics in the project management provides comprehensive solutions to efficiency of tangible relocating processes in all connections and mutual relations of project in order to maintain compliance between economy and business when implementing innovations.

Chosen aspects of innovative projects management

Directory of Open Access Journals (Sweden)

J. Gawlik

2010-07-01

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

Learning Management System Calendar Reminders and Effects on Time Management and Academic Performance

Science.gov (United States)

Mei, Jianyang

2016-01-01

This research project uses a large research university in the Midwest as a research site to explore the time management skills of international students and analyzes how using the Course Hack, an online Learning Management System (LMS) calendar tool, improves participants' time management skills and positively impacts their academic performance,…

Application of Project Portfolio Management

Science.gov (United States)

Pankowska, Malgorzata

The main goal of the chapter is the presentation of the application project portfolio management approach to support development of e-Municipality and public administration information systems. The models of how people publish and utilize information on the web have been transformed continually. Instead of simply viewing on static web pages, users publish their own content through blogs and photo- and video-sharing slides. Analysed in this chapter, ICT (Information Communication Technology) projects for municipalities cover the mixture of the static web pages, e-Government information systems, and Wikis. So, for the management of the ICT projects' mixtures the portfolio project management approach is proposed.

An Analytical Method for Measuring Competence in Project Management

Science.gov (United States)

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

2016-01-01

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

Project Management Methods in Projects Co-financed by EU Funds

OpenAIRE

Kostalova, Jana; Tetrevova, Libena; Patak, Michal

2017-01-01

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

The Little Black Book of Project Management

CERN Document Server

Thomsett, Michael C

2009-01-01

For nearly twenty years, The Little Black Book of Project Management has provided businesspeople everywhere with a quick and effective introduction to project management tools and methodology. The revised and updated third edition reflects the newest techniques, the latest project management software, as well as the most recent changes to the Project Management Body of Knowledge (PMBOK™). Readers will find invaluable strategies for: • Organizing any project • Choosing the project team • Preparing a budget and sticking to it • Scheduling, flowcharting, and controlling a project • Preparing proj

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

International Nuclear Information System (INIS)

Solecki, J.

1989-01-01

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

Analyzing Project Management Maturity Level in Indonesia

Directory of Open Access Journals (Sweden)

Eliot Simangunsong

2013-04-01

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

33 CFR 385.24 - Project Management Plans.

Science.gov (United States)

2010-07-01

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

Applied software risk management a guide for software project managers

CERN Document Server

Pandian, C Ravindranath

2006-01-01

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

Planning and managing future space facility projects. [management by objectives and group dynamics

Science.gov (United States)

Sieber, J. E.; Wilhelm, J. A.; Tanner, T. A.; Helmreich, R. L.; Burgenbauch, S. F.

1979-01-01

To learn how ground-based personnel of a space project plan and organize their work and how such planning and organizing relate to work outcomes, longitudinal study of the management and execution of the Space Lab Mission Development Test 3 (SMD 3) was performed at NASA Ames Research Center. A view of the problems likely to arise in organizations and some methods of coping with these problems are presented as well as the conclusions and recommendations that pertain strictly to SMD 3 management. Emphasis is placed on the broader context of future space facility projects and additional problems that may be anticipated. A model of management that may be used to facilitate problem solving and communication - management by objectives (MBO) is presented. Some problems of communication and emotion management that MBO does not address directly are considered. Models for promoting mature, constructive and satisfying emotional relationships among group members are discussed.

An Analysis Of The Benefits And Application Of Earned Value Management (EVM) Project Management Techniques For Dod Programs That Do Not Meet Dod Policy Thresholds

Science.gov (United States)

2017-12-01

VALUE MANAGEMENT (EVM) PROJECT MANAGEMENT TECHNIQUES FOR DOD PROGRAMS THAT DO NOT MEET DOD POLICY THRESHOLDS December 2017 By: Randy Schneider...Joint applied project 4. TITLE AND SUBTITLE AN ANALYSIS OF THE BENEFITS AND APPLICATION OF EARNED VALUE MANAGEMENT (EVM) PROJECT MANAGEMENT ...performance reporting. The immediate objective of this research project was to examine the question: Can the application of EVM-Lite project management

Return on Scientific Investment – RoSI: a PMO dynamical index proposal for scientific projects performance evaluation and management

Directory of Open Access Journals (Sweden)

Cristofer André Caous

2012-06-01

Full Text Available Objective: To propose a measure (index of expected risks to evaluateand follow up the performance analysis of research projects involvingfinancial and adequate structure parameters for its development.Methods: A ranking of acceptable results regarding researchprojects with complex variables was used as an index to gauge aproject performance. In order to implement this method the ulcerindex as the basic model to accommodate the following variableswas applied: costs, high impact publication, fund raising, and patentregistry. The proposed structured analysis, named here as RoSI(Return on Scientific Investment comprises a pipeline of analysis tocharacterize the risk based on a modeling tool that comprises multiplevariables interacting in semi-quantitatively environments. Results:This method was tested with data from three different projects in ourInstitution (projects A, B and C. Different curves reflected the ulcer indexes identifying the project that may have a minor risk (project C related to development and expected results according to initial or full investment. Conclusion: The results showed that this model contributes significantly to the analysis of risk and planning as well as to the definition of necessary investments that consider contingency actions with benefits to the different stakeholders: the investor or donor, the project manager and the researchers.

A maturation model for project-based organisations – with uncertainty management as an always remaining multi-project management focus

Directory of Open Access Journals (Sweden)

Anna Jerbrant

2014-02-01

Full Text Available The classical view of multi-project management does not capture its dynamic nature. Present theory falls short in the expositive dimension of how management of project-based companies evolves because of their need to be agile and adaptable to a changing environment. The purpose of this paper is therefore to present a descriptive model that elucidates the maturation processes in a project-based organization as well as to give an enhanced understanding of multi-project management in practice. The maturation model displays how the management of project-based organizations evolves between structuring administration and managing any uncertainty, and emphasizes the importance of active individual actions and situated management actions that haveto be undertaken in order to coordinate, synchronize, and communicate the required knowledge and skills.The outcomes primarily reveal that, although standardized project models are used and considerable resources are spent on effective project portfolio management, how information and communication are executedis essential for the management of project-based organizations. This is particularly true for informal and non-codified communication.

Agile Project Management with Scrum

CERN Document Server

Schwaber, Ken

2009-01-01

The rules and practices for Scrum-a simple process for managing complex projects-are few, straightforward, and easy to learn. But Scrum's simplicity itself-its lack of prescription-can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons-the successes and failures-culled from his years of experience coaching companies in agile project management. Through them, you'll understand how to

Compilation Of An Econometric Human Resource Efficiency Model For Project Management Best Practices

OpenAIRE

G. van Zyl; P. Venier

2006-01-01

The aim of the paper is to introduce a human resource efficiency model in order to rank the most important human resource driving forces for project management best practices. The results of the model will demonstrate how the human resource component of project management acts as the primary function to enhance organizational performance, codified through improved logical end-state programmes, work ethics and process contributions. Given the hypothesis that project management best practices i...

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.

MULTIPLE PROJECT MANAGEMENT IN THE CONSTRUCTION INDSUTRY

Directory of Open Access Journals (Sweden)

Luciana Hazin Alencar

2010-06-01

Full Text Available The field of project management has historically focused on the administration of one project at a time, a focus that is insufficient given the growing need for organizations to manage multiple projects simultaneously. The requirements of Multiple Project Management (MPM involves demands and practices that are different from those of single projects. MPM poses a special need for coordination of shared resources across multiple projects in a way that can maintain the firm’s strategic focus and facilitate effective decision making. The construction industry is noteworthy for its frequent need for the management of multiple projects. This paper offers a review of the last five years of indexed literature related to multiple project management in the construction industry, identifies gaps and suggests promising new avenues of inquiry.

Apply Lean Thinking in Project Management

OpenAIRE

Pham Ngoc, Lan

2015-01-01

The purpose of this thesis was to study the effects of Lean Thinking in Project Management and how applying Lean Project Management could enhance the productivity of project work. The study was carried using theoretical research and collecting empirical data from three interviews and one case study at a local company. At the end of the study, the major project management problems at the company were identified and analyzed following Lean Principles. It was also pointed out where there...

Project management and Enterprise systems

DEFF Research Database (Denmark)

Koch, Christian; Buhl, Henrik

2006-01-01

Implementing and Operating integrated Enterprise Systems are a multidimensional effort. It seriously challenges the IT supplier as well as the professional service provider client. The paper discuss these issues in a project management perspective. A framework for supporting project management...

97 Things Every Project Manager Should Know

CERN Document Server

Davis, Barbee

2009-01-01

If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how these professionals have dealt with everything from managing teams to handling project stakeholders to runaway meetings and more. While this book highlights software projects, its w

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

Science.gov (United States)

Furniss, Dominic; Curzon, Paul; Blandford, Ann

2018-06-01

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

Site quality management of engineering projects

International Nuclear Information System (INIS)

Jiang Yiqun

2008-01-01

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

Project management as steppingstone of enterprises

OpenAIRE

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

2011-01-01

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

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

Science.gov (United States)

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

2017-01-01

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

Document Management Projects: implementation guide

Directory of Open Access Journals (Sweden)

Beatriz Bagoin Guimarães

2016-12-01

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

Integrated project management type contracts

International Nuclear Information System (INIS)

Heisler, S.I.

1975-01-01

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

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

Science.gov (United States)

Burmistrov, Andrey; Siniavina, Maria; Iliashenko, Oksana

2018-03-01

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

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

Directory of Open Access Journals (Sweden)

Burmistrov Andrey

2018-01-01

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

The evolution of the project management

Directory of Open Access Journals (Sweden)

Catalin Drob

2009-12-01

Full Text Available Project management has appeared and developed based on scientific management theory during the '50s-'60s of the last century. After the 1990s of the last century, we can say that project management has truly become an independent discipline, which has a huge impact on the success or failure of companies which are engaged in major projects.

Making sense of project management

DEFF Research Database (Denmark)

Kjærgaard, Annemette; Kautz, Karl; Nielsen, Peter Axel

2007-01-01

How can a software company make sense of project management when it becomes involved in software process improvement? In software development most research has an instrumental view of knowledge management thus neglecting what is probably the most important part of knowledge management namely making...... sense of practice by developers and project managers. Through an action case, we study the knowledge management processes in a Danish software company. We analyse the case through the lens of a theoretical framework. The theoretical framework focuses in particular on sensemaking, collective construed...... substantial insight which could not have been achieved through an instrumental perspective on knowledge management....

WIPP Project Records Management Handbook

International Nuclear Information System (INIS)

1991-01-01

The Waste Isolation Pilot Plant (WIPP) Records Management Handbook provides the WIPP Project Records Management personnel with a tool to use to fulfill the requirements of the WIPP Records Program and direct their actions in the important area of records management. The handbook describes the various project areas involved in records management, and how they function. The handbook provides the requirements for Record Coordinators and Master Record Center (MRC) personnel to follow in the normal course of file management, records scheduling, records turnover, records disposition, and records retrieval. More importantly, the handbook provides a single reference which encompasses the procedures set fourth in DOE Order 1324.2A, ''Records Disposition'' ASME NQA-1, ''Quality Assurance Program Requirements for Nuclear Facilities'' and DOE-AL 5700.6B, ''General Operations Quality Assurance.'' These documents dictate how an efficient system of records management will be achieved on the WIPP Project

Scrum Project Management

CERN Document Server

Pries, Kim H

2010-01-01

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

RISK MANAGEMENT APPROACHES AND PRACTICES IN IT PROJECTS

Directory of Open Access Journals (Sweden)

BRANDAS Claudiu

2012-07-01

Full Text Available Risk is identified in project management literature as an important factor influencing IT projects success, and it is relevant for both academic and practitionersn#8217; communities. The paper presents the past and current approaches to risk management in IT projects. The objective of this paper is to compare the different approaches and relate them to existing practices. Project management literature and practice have brought different approaches to risk management, and as a result, many projects ended in failure. We present how risk management is considered in the literature, and we compare the main two approaches: the evaluation approach and the management approach. The contingency approach does not consider risk management to be a specific process as it is an embedded process in the other project management processes. Then, we present the main practices in risk management. The methodology applied is based on documentary study review and analysis of the concepts used by the literature. We analyzed the literature published between 1978 and 2011 from the main journals for IT project management and found out that the essence of project management is risk management. The risk management practices have a considerable influence on stakeholdersn#8217; perception of project success. But, regardless of the chosen approach, a standard method for identifying, assessing, and responding to risks should be included in any project as this influences the outcome of the project.

Organizational structures of companies versus project management effectiveness

Directory of Open Access Journals (Sweden)

Joanna Haffer

2012-12-01

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

Managing a sensitive project

International Nuclear Information System (INIS)

Etcheber, Pascal

1998-01-01

A 'sensitive' project needs to be managed differently from a 'normal' project. This statement might seem simple enough. However, it does not seem to be a simple task to prove it in twenty minutes. This paper is an attempt to share with the audience some of the experiences the company had dealing with sensitive projects. It describes what a sensitive project is, though of all people, the 'nuclear' should know. Then the common mistakes are described, that are made in the hoping that some personal experiences are recognised. Finally the company's strategy is shown, how we foster third party support and the main tools to be used. Ultimately, success is ensured by having a sufficient quantity of allies. A sensitive project does not die because it has too many opponents, but because it has too few allies. Finding and helping allies to act is the thrust of our activity. It enables sensitive projects which deserve to succeed to do so, where traditional management fails miserably

Essentials of Project and Systems Engineering Management

CERN Document Server

Eisner, Howard S

2008-01-01

The Third Edition of Essentials of Project and Systems Engineering Management enables readers to manage the design, development, and engineering of systems effectively and efficiently. The book both defines and describes the essentials of project and systems engineering management and, moreover, shows the critical relationship and interconnection between project management and systems engineering. The author's comprehensive presentation has proven successful in enabling both engineers and project managers to understand their roles, collaborate, and quickly grasp and apply all the basic princip

Agile & Distributed Project Management

DEFF Research Database (Denmark)

Pries-Heje, Jan; Pries-Heje, Lene

2011-01-01

Scrum has gained surprising momentum as an agile IS project management approach. An obvious question is why Scrum is so useful? To answer that question we carried out a longitudinal study of a distributed project using Scrum. We analyzed the data using coding and categorisation and three carefully...... selected theoretical frameworks. Our conclusion in this paper is that Scrum is so useful because it provides effective communication in the form of boundary objects and boundary spanners, it provides effective social integration by building up social team capital, and it provides much needed control...... and coordination mechanisms by allowing both local and global articulation of work in the project. That is why Scrum is especially useful for distributed IS project management and teamwork....

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

International Nuclear Information System (INIS)

Olona, D.; Sala, D.

1993-01-01

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

Ranking the Project Management Success Factors for Construction Project in South India

Science.gov (United States)

Aneesha, K.; Haridharan, M. K.

2017-07-01

In Today’s construction industry, to achieve a greater advantage over the firms, success of each project and efficiency is required. Effective Project Management overcomes these types of challenges. This study identifies the success factors which are important for project management in construction project success. From the literature review, 26 factors were found to be critical. Project managers, construction managers, civil engineers, contractors and site engineers were the respondents. After analyzing the data in SPSS software, the dominant factors from the regression analysis are top management support, competent project team, abilities to solve problems, realistic cost and time estimates, information/communication, competency of the project manager are the 6 factors out of 12 in 26 factors. Effective communication between stakeholders got highest priority and client involvement, good leadership, clarity of project goals got second priority. Informal communication gives better results compared to formal communications like written formats. To remove communication barrier with the stakeholders, informal communication like speaking face-to-face with the language this fits for the stakeholders.

From volatility to value: analysing and managing financial and performance risk in energy savings projects

International Nuclear Information System (INIS)

Mills, Evan; Kromer, Steve; Weiss, Gary; Mathew, Paul A.

2006-01-01

Many energy-related investments are made without a clear financial understanding of their values, risks, and volatilities. In the face of this uncertainty, the investor-such as a building owner or an energy service company-will often choose to implement only the most certain and thus limited energy-efficiency measures. Conversely, commodities traders and other sophisticated investors accustomed to evaluating investments on a value, risk, and volatility basis often overlook energy-efficiency investments because risk and volatility information are not provided. Fortunately, energy-efficiency investments easily lend themselves to such analysis using tools similar to those applied to supply side risk management. Accurate and robust analysis demands a high level of understanding of the physical aspects of energy-efficiency, which enables the translation of physical performance data into the language of investment. With a risk management analysis framework in place, the two groups-energy-efficiency experts and investment decision-makers-can exchange the information they need to expand investment in demand-side energy projects. In this article, we first present the case for financial risk analysis in energy efficiency in the buildings sector. We then describe techniques and examples of how to identify, quantify, and manage risk. Finally, we describe emerging market-based opportunities in risk management for energy efficiency

PERFORMANCE ANALYSIS OF PROJECTS IMPLEMENTATION IN HEIS

Directory of Open Access Journals (Sweden)

Sergiu-Vlad PETCU

2015-04-01

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

Project network-oriented materials management policy for complex projects

DEFF Research Database (Denmark)

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

2015-01-01

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

An Approach for Implementation of Project Management Information Systems

Science.gov (United States)

Běrziša, Solvita; Grabis, Jānis

Project management is governed by project management methodologies, standards, and other regulatory requirements. This chapter proposes an approach for implementing and configuring project management information systems according to requirements defined by these methodologies. The approach uses a project management specification framework to describe project management methodologies in a standardized manner. This specification is used to automatically configure the project management information system by applying appropriate transformation mechanisms. Development of the standardized framework is based on analysis of typical project management concepts and process and existing XML-based representations of project management. A demonstration example of project management information system's configuration is provided.

Environmental Management Performance Report March 2000

International Nuclear Information System (INIS)

EDER, D.M.

2000-01-01

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-RL) a report of the Project Hanford Management Contractors' (PHMC) Environmental Management (EM) performance by Fluor Hanford (FH) and its subcontractors. This report is a monthly publication that summarizes the PHMC EM performance. In addition, it includes some PHMC-level data not detailed elsewhere in the report. Section A, Executive Summary, provides an executive level summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides a forward look to some of the upcoming key performance activities as extracted from the PHMC baseline. The remaining sections provide detailed performance data relative to each individual mission area (e.g., Waste Management, Spent Nuclear fuels , etc.), in support of Section A of the report. A glossary of terms is provided at the end of this report for reference purposes. Unless otherwise noted, the Safety, Conduct of Operations, and Cost/schedule data contained herein is as of January 31, 2000. All other information is as of March 1, 2000

Environmental Management Performance Report March 2000

Energy Technology Data Exchange (ETDEWEB)

EDER, D.M.

2000-03-16

The purpose of this report is to provide the Department of Energy Richland Operations Office (DOE-RL) a report of the Project Hanford Management Contractors' (PHMC) Environmental Management (EM) performance by Fluor Hanford (FH) and its subcontractors. This report is a monthly publication that summarizes the PHMC EM performance. In addition, it includes some PHMC-level data not detailed elsewhere in the report. Section A, Executive Summary, provides an executive level summary of the cost, schedule, and technical performance described in this report. It summarizes performance for the period covered, highlights areas worthy of management attention, and provides a forward look to some of the upcoming key performance activities as extracted from the PHMC baseline. The remaining sections provide detailed performance data relative to each individual mission area (e.g., Waste Management, Spent Nuclear fuels , etc.), in support of Section A of the report. A glossary of terms is provided at the end of this report for reference purposes. Unless otherwise noted, the Safety, Conduct of Operations, and Cost/schedule data contained herein is as of January 31, 2000. All other information is as of March 1, 2000.

Risk Management and Uncertainty in Infrastructure Projects

DEFF Research Database (Denmark)

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

2014-01-01

The assumption that large complex projects should be managed in order to reduce uncertainty and increase predictability is not new. What is relatively new, however, is that uncertainty reduction can and should be obtained through formal risk management approaches. We question both assumptions...... by addressing a more fundamental question about the role of knowledge in current risk management practices. Inquiries into the predominant approaches to risk management in large infrastructure and construction projects reveal their assumptions about knowledge and we discuss the ramifications these have...... for project and construction management. Our argument and claim is that predominant risk management approaches tends to reinforce conventional ideas of project control whilst undermining other notions of value and relevance of built assets and project management process. These approaches fail to consider...

Software project management in a changing world

CERN Document Server

Ruhe, Günther

2014-01-01

By bringing together various current direc­tions, Software Project Management in a Changing World focuses on how people and organizations can make their processes more change-adaptive. The selected chapters closely correspond to the project management knowledge areas introduced by the Project Management Body of Knowledge, including its extension for managing software projects. The contributions are grouped into four parts, preceded by a general introduction. Part I "Fundamentals" provides in-depth insights into fundamental topics including resource allocation, cost estimation and risk manage

AHP-based risk analysis of energy performance contracting projects in Russia

International Nuclear Information System (INIS)

Garbuzova-Schlifter, Maria; Madlener, Reinhard

2016-01-01

Understanding and properly managing risks that could potentially affect the target- and performance-based profits of energy performance contracting (EPC) projects are essential. It is particularly important for the establishment and success of energy service companies (ESCOs) acting in the vulnerable environment of the vast but highly energy-inefficient Russian market. This study systematically explores common risk factors and causes of risk associated with EPC projects executed in three Russian sectors: (1) industrial; (2) housing and communal services; and (3) public. Several interviews with the Russian EPC experts were accomplished and a qualitative risk assessment by using an analytic hierarchy process (AHP) approach. The data were obtained from a web-based questionnaire survey conducted among Russian EPC project executors. For each focus sector, a specific preference-based ranking of the identified risk factors and causes of risk was derived. The AHP results show that causes of risk related to the financial and regulatory aspects contribute most to the riskiness of EPC projects performed in all three focus sectors in Russia, calling for the special attention of EPC policy- and business-makers. Due to sectorial particularities and different actors involved, we conclude that there is a need for elaboration of sector-specific contractual schemes for EPC projects. - Highlights: • AHP- and survey-based study of energy performance contracting (EPC) projects in Russia. • Main risk factors and causes of risk associated with EPC projects are investigated. • In practice, lack of a feasible risk management approach in EPC projects. • Regulatory and financial risks contribute most to the EPC projects’ riskiness. • Elaboration of the sector-specific EPC project contractual scheme is required.

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

Project Management in Real Time: A Service-Learning Project

Science.gov (United States)

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

2010-01-01

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