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

Science.gov (United States)

2016-09-30

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

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

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Songezo Nkukwana

2017-08-01

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

Integrating workflow and project management systems for PLM applications

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Fabio Fonseca Pereira de Paula

2008-07-01

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

Architect Critical Challenges as a Project Manager in Construction Projects: A Case Study

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Mohammadreza Yadollahi

2014-01-01

Full Text Available All construction professionals such as civil, mechanical, and electrical engineers, quantity surveyors, and architects have important roles in the construction process. Among these, architects are frequently appointed as a project manager (PM. The role of a PM will drive the success of the projects implementation. Therefore, the capability of an architect as a PM (ArPM is critical in reducing challenges encountered. Accordingly, the identification of these challenges is an important task in selecting an appropriate ArPM. The aim of this study is to identify the most critical challenges faced by an ArPM for construction projects. The data were collected through questionnaires and interviews with architects and professionals in the Malaysian construction industry. Because of the fuzziness and uncertainty of subjective responses, Fuzzy Set Ttheory is applied to identify critical challenges. A total of 65 questionnaires were distributed and 36 questionnaires were returned. The results revealed that the critical challenges faced by an ArPM are “poor planning,” “unfamiliar technology,” “unfamiliarity with green buildings and materials,” “inappropriate scheduling,” and “poor workmanship.” All critical challenges were then categorized into six main groups including technical, managerial, personal skills, contractual, psychological, and financial.

Project Management Practices as a Subject of Research for CSCW

DEFF Research Database (Denmark)

Bossen, Claus; Leimbach, Timo

2017-01-01

The ‘project’ is a prevalent form for organising endeavours of construction, innovation, IT development and organisational change. ‘Projects’ involve coordination and cooperation between colocated and distributed actors, and are relevant for CSCW (computer supported cooperative work) research...... as a particular kind of cooperative work. A survey of CSCW publications only identified 26 papers that explicitly address project management (PM), of which most primarily focus on IT development. We argue that CSCW’s conceptual and methodological tools can make significant contributions to PM research, practice...... on computational support for project work and management. In all, we argue that CSCW can advance our understanding of project work and management and the design of adequate computational support....

Project management in Ghana: expectations, realities and barriers to use

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Fred Venter

2005-05-01

Full Text Available This article reports the findings of an empirical study of the problems of developing Project Management (PM practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. Some recommendations for overcoming these problems are also made, and it is recommended that further research is required in order to ascertain the nature of PM practice and to gauge the attitudes and opinions of people involved in projects in Ghana.

Project management in Ghana: Expectations, realities and barriers to use

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Daniel F. Ofori

2004-12-01

Full Text Available This article reports the findings of an empirical study of the problems of developing Project Management (PM practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. Some recommendations for overcoming these problems are also made, and it is recommended that further research is required in order to ascertain the nature of PM practice and to gauge the attitudes and opinions of people involved in projects in Ghana.

Conceptual study of SCRUM and CCPM combined application in multiple project flexible management

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Ilton Marchi de Almeida

2016-11-01

Full Text Available Project Management (PM has gained a major role in the viability of organizational strategic objectives. The development of products and services has been under increasing market pressure, demanding frequent releases in ever-shorter time periods. To meet these new requirements, PM has to provide the information needed to make decisions in multiple complex projects that are exposed to uncertainty and volatility. Regarding the opportunities to improve PM practices in order to deal with this unstable and ambiguous environment, the aim of this paper is to propose, by means of a conceptual literature analysis, the combined application of two PM methodologies: Critical Chain Project Management (CCPM, and SCRUM. The results of this study indicate that integration of these methodologies can enhance the benefits and mitigate the weaknesses of each of them. This hybrid model could enable better articulation and coordination of project tasks, allowing more effective decisions to be made in multiple project environments affected by volatility, uncertainty, complexity and ambiguity (VUCA.

Project management as a competitive advantage for the internationalization of Brazilian companies

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Andre Luiz Spinelli Schelini

2017-12-01

Full Text Available This study focuses on three theoretical axes: project management (PM, internationalization of companies and the resource-based view (RBV. It aimed to analyze if, and in what way, PM maturity contributes to the international strategy of Brazilian companies from the RBV perspective. The research strategy adopted in three Brazilian companies constituted a multiple case study with a descriptive exploratory approach through intercase and intracase analysis. As an unprecedented result, the study identified five characteristics of mature project management: project sustainability, stakeholder engagement, goal setting and strategy, change management, and risk management. Furthermore, all of these contributed to the internationalization of the companies in question, with an impact on competitive advantage, considering the RBV-VRIO analysis. Thus, the study contributes to the field by aiding companies that are beginning or intend to begin internationalization processes, enabling them to obtain better results through PM. A limitation of the study is the small number of cases investigated, which may be viewed as an opportunity for conducting further studies.

Software for improving the quality of project management, a case study: international manufacture of electrical equipment

Science.gov (United States)

Preradović, D. M.; Mićić, Lj S.; Barz, C.

2017-05-01

Production conditions in today’s world require software support at every stage of production and development of new products, for quality assurance and compliance with ISO standards. In addition to ISO standards such as usual metrics of quality, companies today are focused on other optional standards, such as CMMI (Capability Maturity Model Integrated) or prescribing they own standards. However, while there is intensive progress being made in the PM (project management), there is still a significant number of projects, at the global level, that are failures. These have failed to achieve their goals, within budget or timeframe. This paper focuses on checking the role of software tools through the rate of success in projects implemented in the case of internationally manufactured electrical equipment. The results of this research show the level of contribution of the project management software used to manage and develop new products to improve PM processes and PM functions, and how selection of the software tools affects the quality of PM processes and successfully completed projects.

Reality check in the project management of EU funding

Science.gov (United States)

Guo, Chenbo

2015-04-01

A talk addressing workload, focuses, impacts and outcomes of project management (hereinafter PM) Two FP7 projects serve as objects for investigation. In the Earth Science sector NACLIM is a large scale collaborative project with 18 partners from North and West Europe. NACLIM aims at investigating and quantifying the predictability of the North Atlantic/Arctic sea surface temperature, sea ice variability and change on seasonal to decadal time scales which have a crucial impact on weather and climate in Europe. PRIMO from Political Science is a global PhD program funded by Marie Curie ITN instrument with 11 partners from Europe, Eurasia and BRICS countries focusing on the rise of regional powers and its impact on international politics at large. Although the two projects are granted by different FP7 funding instruments, stem from different cultural backgrounds and have different goals, the inherent processes and the key focus of the PM are quite alike. Only the operational management is at some point distinguished from one another. From the administrative point of view, understanding of both EU requirements and the country-specific regulations is essential; it also helps us identifying the grey area in order to carry out the projects more efficiently. The talk will focus on our observation of the day-to-day PM flows - primarily the project implementation - with few particular cases: transparency issues, e.g. priority settings of non-research stakeholders including the conflict in the human resources field, End-User integration, gender issues rising up during a monitoring visit and ethical aspects in field research. Through a brief comparison of both projects we summarize a range of dos and don'ts, an "acting instead of reacting" line of action, and the conclusion to a systematic overall management instead of exclusively project controlling. In a nutshell , the talk aims at providing the audience a summary of the observation in management methodologies and toolkits

How to Gain Value from a Project Management Model: Case Study

DEFF Research Database (Denmark)

Riis, Eva; Eskerod, Pernille

2010-01-01

  Recent research has shown that PM models can be a powerful creator of value for companies. This paper extends this research aiming at gaining a deeper understanding of the preconditions that must exist for harvesting the values of a common frame of reference for project management. It reports...... findings from in-depth investigations in a Danish industrial concern that considers its PM model as the core of its project activities.  ...

The Expert Project Management System (EPMS)

Science.gov (United States)

Silverman, Barry G.; Diakite, Coty

1986-01-01

Successful project managers (PMs) have been shown to rely on 'intuition,' experience, and analogical reasoning heuristics. For new PMs to be trained and experienced PMs to avoid repeating others' mistakes, it is necessary to make the knowledge and heuristics of successful PMs more widely available. The preparers have evolved a model of PM thought processes over the last decade that is now ready to be implemented as a generic PM aid. This aid consists of a series of 'specialist' expert systems (CRITIC, LIBRARIAN, IDEA MAN, CRAFTSMAN, and WRITER) that communicate with each other via a 'blackboard' architecture. The various specialist expert systems are driven to support PM training and problem solving since any 'answers' they pass to the blackboard are subjected to conflict identification (AGENDA FORMULATOR) and GOAL SETTER inference engines.

STRATEGIC MAPS AND CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY: A PROPOSAL

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Sady Darcy Silva Junior

2010-06-01

Full Text Available Project Management (PM and Strategic Management (SM are two subjects of growing importance in the corporate environment which are normally considered in isolation. One way of integrating these two concepts might be via the concept of project management maturity (Westphal et al., 2008. Rabechini and Pessoa (2005 state that to obtain project management maturity, it is necessary to achieve success in a number of critical factors which include organizational culture and structure, as well as sponsorship at both tactical and strategic levels (Silva et al., 2008. Another way of achieving this connection is by using Balanced Scorecard (BSC as an auxiliary tool to integrate between projects and organizational strategy (Brock et al., 2003. The original developers of the BSC, Kaplan e Norton, subsequently developed the concept of strategy mapping, which they affirm "represents the missing link between the formulation and the execution of the strategy" (Kaplan e Norton, 2004. This paper proposes a strategy map identifying critical factors for attaining project management maturity. To formulate the map, we used a qualitative, exploratory approach oriented by Project Management theory and strategy mapping. We first identified 13 critical factors, then developed a strategy map, which was evaluated by six specialists (three in SM area and three in PM area.The results suggest links between strategic mapping nad critical factors in project management. It also contributes to both areas independently. Specifically, the study identifies critical factors for project management maturity while demonstrating the applicability of strategic mapping techniques to Balanced Scorecard concepts.

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

Science.gov (United States)

2010-10-01

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

Assessing the influence of project management on quality during the early phases of construction projects

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Ljevo Žanesa

2018-12-01

Full Text Available Although the quality of a process affects the quality of the end product, there is currently an insignif­icant amount of knowledge about the quality of project management (PM processes that directly affect the quality of the delivered product (constructed building. This study presents a proposal for modeling the impact of the quality of the PM process on the quality of the con­structed building. The quality of the PM process is rep­resented by the main quality factors and product quality indicators. It presents the results of the interviews that were conducted and study cases that were analyzed in Bosnia and Herzegovina with a variety of project partici­pants (with different managerial perspectives in terms of the indicators of quality of the delivered product. All par­ticipants, regardless of managerial perspective, believe that the most important indicator of the quality of prod­ucts for each phase of the project is “customer satisfaction in the end phase”, the measurement of which is different for each project phase that is presented. The results of the factor analysis of the definition and the planning phases show that 11 variables, namely, the quality factors of the PM process, can be grouped into three new factors, which is described as 66.61% (77.046% of the basic set of vari­ables.

Saharan dust contribution to PM levels: The EC LIFE+ DIAPASON project

Science.gov (United States)

Gobbi, G. P.; Wille, H.; Sozzi, R.; Angelini, F.; Barnaba, F.; Costabile, F.; Frey, S.; Bolignano, A.; Di Giosa, A.

2012-04-01

The contribution of Saharan-dust advections to both daily and annual PM average values can be significant all over Southern Europe. The most important effects of dust on the number of PM exceedances are mostly observed in polluted areas and large cities. While a wide literature exists documenting episodes of Saharan dust transport towards the Euro-Mediterranean region and Europe in general, a limited number of studies are still available providing statistically significant results on the impact of Saharan dust on the particulate matter loads over the continent. A four-year (2001-2004) study performed in Rome (Italy) found these events to contribute to the average ground PM10 with about 15±10 µg/m3 on about 17% of the days in a year. Since the PM10 yearly average of many traffic stations in Rome is close to 40 μg/m3, these events can cause the PM10 concentration to exceed air quality limit values (50 μg/m3 as daily average) set by the EU Air Quality Directive 2008/50/EC. Although the European legislation allows Member States to subtract the contribution of natural sources before counting PM10 exceedances, definition of an optimal methodology to quantitatively assess such contribution is still in progress. On the basis of the current European Guidelines on the assessment of natural contributions to PM, the DIAPASON project ("Desert-dust Impact on Air quality through model-Predictions and Advanced Sensors ObservatioNs", recently funded under the EC LIFE+ program) has been formulated to provide a robust, user-oriented methodology to assess the presence of desert dust and its contribution to PM levels. To this end, in addition to satellite-based data and model forecasts, the DIAPASON methodology will employ innovative and affordable technologies, partly prototyped within the project itself, as an operational Polarization Lidar-Ceilometer (laser radar) capable of detecting and profiling dust clouds from the ground up to 10 km altitude. The DIAPASON Project (2011

ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

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Yana Derenskaya

2017-11-01

Full Text Available The present article is aimed at developing a set of recommendations for achieving a higher level of organizational project maturity at a given enterprise. Methodology. For the purposes of the current research, the available information sources on the components of project management system are analysed; the essence of “organizational maturity” and the existing models of organizational maturity are studied. The method of systemic and structural analysis, as well as the method of logical generalization, are employed in order to study the existing models of organizational maturity, to describe levels of organizational maturity, and finally to develop a set of methodological recommendations for achieving a higher level of organizational project maturity at a given enterprise. The results of the research showed that the core elements of project management system are methodological, organizational, programtechnical, and motivational components. Project management encompasses a wide range of issues connected with organizational structure, project team, communication management, project participants, etc. However, the fundamental basis for developing project management concept within a given enterprise starts with defining its level of organizational maturity. The present paper describes various models of organizational maturity (staged, continuous, petal-shaped and their common types (H. Кеrzner Organizational Maturity Model, Berkeley PM Maturity Model, Organizational Project Management Maturity Model, Portfolio, Program & Project Management Maturity Model. The analysis of available theoretic works showed that the notion “organizational project maturity” refers to the capability of an enterprise to select projects and manage them with the intention of achieving its strategic goals in the most effective way. Importantly, the level of maturity can be improved by means of formalizing the acquired knowledge, regulating project-related activities

Decision-Oriented Project Ranking for Asset Management System: Rail Net Denmark

DEFF Research Database (Denmark)

Salling, Kim Bang; Moshøj, Claus Rehfeld; Timm, Henrik

2007-01-01

is to apply a modified project ranking methodology: Asset Management System Priority Module (AMS-PM), which is a practical tool for assessing and ranking various project proposals in a straightforward manner. The methodology is set-out by a multi-criteria approach where weights are applied ultimately...... resulting in priority indices for the state-of-repair data. This paper is disposed as follows; firstly, a description of the Asset Management system is set-up including an overview of the state-of-repair data and the case study. Secondly, is the AMS-PM software model implemented through an exploratory case......The Danish rail net operator, Rail Net Denmark, has through the past years built up an Asset Management system, containing a certain percentile of all the company’s assets. This paper contains an elaborate overview on how to strengthen the system seen from a decision-support perspective. The focus...

Development of ambient PM 2.5 management strategies.

Science.gov (United States)

2009-10-01

"Using analyzed and modeled field data on air quality and meteorology, researchers identified major contributors of fine particulate matter (PM2.5) in Fairbanks. This : project was an effort to help the city meet U.S. Environmental Protection Agency ...

The international charter for space and major disasters--project manager training

Science.gov (United States)

Jones, Brenda

2011-01-01

Regional Project Managers for the Charter are developed through training courses, which typically last between 3 and 5 days and are held in a central location for participants. These courses have resulted in increased activations and broader use of Charter data and information by local emergency management authorities. Project Managers are nominated according to either their regional affiliation or their specific areas of expertise. A normal activation takes 2 to 3 weeks to complete, with all related expenses the responsibility of the PM's home agency.

Ambient PM2.5 Exposure in India: Burden, Source-Apportionment and Projection Under Climate Change

Science.gov (United States)

Dey, S.; Chowdhury, S.; Upadhyay, A. K.; Smith, K. R.

2017-12-01

Air pollution has been identified as one of the leading factors of premature death in India. Absence of adequate in-situ monitors led us to use satellite retrieved aerosol optical depth (AOD) data to infer surface fine particulate matter (PM2.5). Annual premature mortality burden due to ambient PM2.5 exposure is estimated to be 1.17 (0.42-2.7) million for India. A chemical transport model WRF-Chem is utilized to estimate source-apportioned PM2.5 exposure. We estimate the exposure for four major sources - transport, residential, energy and industrial and found that the largest contribution to ambient PM2.5 exposure in India is contributed by residential sources. We estimate that if all the solid fuel use at households is replaced by clean fuel, ambient PM2.5 exposure would reduce by 30-45%, leading to 170,000 (14.5% of total burden) averted premature deaths annually. To understand how the air quality is projected to change under climate change scenarios, we analyze 13 CMIP5 models. We calculate the relative changes in PM2.5 (ensemble mean) in future relative to the baseline period (2001-2005) and apply the factor to satellite-derived PM2.5 exposure in baseline period to project future PM2.5 exposure. Ambient PM2.5 is expected to reach a maxima in 2030 under RCP4.5 (15.5% rise from baseline period) and in 2040 (25.5% rise) under RCP8.5 scenario. The projected exposure under RCP4.5 and RCP8.5 scenarios are further used to estimate premature mortality burden till the end of the century by considering population distribution projections from five shared socio-economic pathways (SSP) scenarios. We separate the burden due to ambient PM2.5 exposure in future attributable to change in meteorology due to climate change and change in demographic and epidemiological transitions. If all-India average PM2.5 exposure meets WHO interim target 1 (35 µg/m3) by 2031-40, 28000-38000 and 41100-60100 premature deaths can be averted every year under RCP4.5 and RCP8.5 respectively. Even

ALIGNMENT BETWEEN THE TYPES OF PROJECTS AND SKILLS PROJECT MANAGEMENT IN THE AES SUL DISTRIBUIDORA GAÚCHA DE ENERGIA S.A

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Greice de Bem Noro

2011-10-01

Full Text Available The pursuit of excellence and new markets and customers has driven companies to build methods to reach goals and improve their strategies and competitive advantages. Therefore, the project management (PM has played a key role in the organizations to adjust deadlines, organizing methods and decision-making. Although many companies already use the PM as resource, this research attempt to contribute to increase the area trough the debate about alignment of companies projects types with the choice of the leader, in line with their skills. The study was developed in the AES Sul Distribuidora Gaúcha de Energia SA (AES Sul and examined how the alignment of the types of projects and management competencies can add value to the organization. The methodological procedure is classified as qualitative, quantitative and descriptive, conducted through a case study. The main results show the need for adjustments between the essential skills and AES Sul types of projects, beyond find some gaps regarding the leaders competencies.

Multifaceted health impacts of Particulate Matter (PM and its management: An overview

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Prabhat Kumar Rai

2015-03-01

Full Text Available Urban air quality is becoming a serious public health concern at global scale. Particulate matter (PM pollution is intimately linked with human health. Present review describes the different human health implications associated with PM pollution. PM may derive its origin from natural and anthropogenic sources. Vehicle derived pollutants as well as industrial emissions simultaneously release deleterious fine-grained PM into the atmosphere. Fine PM especially PM2.5 and PM10 are particularly deleterious to human health. Air pollution PM is an important environmental health risk factor for several respiratory and cardiovascular morbidity and mortality. Further, PM is inextricably linked with genotoxicity and mutations. Literature review of the cellular and molecular basis of adverse effects associated with PM is presented in this paper. Finally, management, existing technologies and policy options to reduce or mitigate the adverse health impacts of PM pollution is discussed as an eco-sustainable approach.

CONTENT ANALYSIS IN PROJECT MANAGEMENT: PROPOSALOF A METHODOLOGICAL FRAMEWORK

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Alessandro Prudêncio Lukosevicius

2016-12-01

Full Text Available Content analysis (CA is a popular approach among researchers from different areas, but incipient in project management (PM. However, the volume of usage apparently does not translate into application quality. The method receives constant criticism about the scientific rigor adopted, especially when led by junior researchers. This article proposes a methodological framework for CA and investigate the use of CA in PM research. To accomplish this goal, literature systematic review is conjugated with CA related to 23 articles from EBSCO base in the last 20 years (1996 – 2016. The findings showed that the proposed framework can help researchers better apply the CA and suggests that the use of the method in terms of quantity and quality in PM research should be expanded. In addition to the framework, another contribution of this research is an analysis of the use of CA in PM in the last 20 years.

Analysis of aging mechanism and management for HTR-PM reactor pressure vessel

International Nuclear Information System (INIS)

Sun Yunxue; Shao Jin

2015-01-01

Reactor pressure vessel is an important part of the reactor pressure boundary, its important degree ranks high in ageing management and life assessment of nuclear power plant. Carrying out systematic aging management to ensure reactor pressure vessel keeping enough safety margins and executing design functions is one of the key factors to guarantee security and stability operation for nuclear power plant during the whole lifetime and prolong life. This paper briefly introduces the structure and aging mechanism of reactor pressure vessel in pressurized water reactor nuclear power plant, and introduces the design principle and structure characteristics of HTR-PM. At the same time, this paper carries out preliminary analysis and exploration. and discusses aging management of HTR-PM reactor pressure vessel. Finally, the advice of carring out aging management for HTR-PM reactor pressure vessel is proposed. (authors)

PC tools for project management: Programs and the state-of-the-practice

Science.gov (United States)

Bishop, Peter C.; Freedman, Glenn B.; Dede, Christopher J.; Lidwell, William; Learned, David

1990-01-01

The use of microcomputer tools for NASA project management; which features are the most useful; the impact of these tools on job performance and individual style; and the prospects for new features in project management tools and related tools are addressed. High, mid, and low end PM tools are examined. The pro's and con's of the tools are assessed relative to various tasks. The strengths and weaknesses of the tools are presented through cases and demonstrations.

Traffic Data for Integrated Project-Level PM2.5 Conformity Analysis.

Science.gov (United States)

2014-08-01

As required by the U.S. Environmental Protection Agency (EPA), the MOVES model is the mandatory emission : tool for new PM hot-spot analyses for project-level conformity determinations that began after December 20, 2012. : Localized traffic data inpu...

How Do Managers Control Technology-Intensive Work?

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Angelo Bernard Pinheiro

2010-08-01

Full Text Available Technology pervades every aspect of the modern business enterprise and demands new strategies for work management. Advances in internet and computing technologies, the emergence of the “knowledge worker”, globalization, resource scarcity, and intense competition have led corporations to accomplish their strategic goals and objectives through the implementation of projects. Project success is assured by the effective use of financial and human resources, a project management (PM framework backed by senior management, and controls spanning the PM spectrum of initiation; planning; implementation; monitoring, measurement, and control; and closing. As an essential function of management, ‘control’ may be accomplished through a PM Plan, a project-matrix organization, competent and motivated people, and appropriate management tools and techniques. A PM Plan conforming to the Project Management Body of Knowledge (PMBOK framework incorporates controls for the key PM elements and, implemented properly, can assure project success

ANALYSIS OF TIME MANAGEMENT APPLIED TO A PROJECT OF OIL

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Arielle Meireles Moreira

2011-05-01

Full Text Available Project management (PM efficient results in increased probability of success of activities and its completion as time, cost and scope planned. Since this triad (time, cost and scope is connected, any changes will affect within the scope and increase the cost of the project. This was a case study in a large company exploiting oil and gas. The research is focused on time management (TM in an oil project in order to examine the schedule of activities according to the time tool, the Gantt Chart in MS Project 2003 software. The study design was selected due to its long delay in implementation and lack of planning and managing this. By analyzing the Gantt Chart, activities were identified late. With this, the problems that caused delays were surveyed (the project documents and their parents questioned. Thus, it was proposed improvements to an effective control of time on the problems encountered.

Brokerage by a Project Manager across a New Product Development Project

DEFF Research Database (Denmark)

Jepsen, Lisbeth Brøde; Jepsen, Anna Lund; Dietrich, Perttu

2012-01-01

between three subtypes of brokerage: Brokerage connecting actors from the project team with actors from the various departments within the same organization (intra-organizational brokerage), brokerage connecting employees at the NPD organization with someone working in another organization (inter...... as a hub between possible suppliers for the project. We had also expected that the PM would be more involved in coordination of, to and from the project team than what we found in this study. Based on the study, it seems that some of the connections that we, based on existing knowledge, would expect...... that the management of the project in terms of linking the stakeholders takes off in the solution development phase rather than in the concept development phase which is the phase in focus in large parts of the research that has taken place in this field. Further, contrary to expectations based on existing knowledge...

Managing projects using a project management approach

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Marko D. Andrejić

2011-04-01

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

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

Science.gov (United States)

Burgher, Karl E.; Snyder, Michael

2012-01-01

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

Operationalizing CSR through Project Conception

DEFF Research Database (Denmark)

Kampf, Constance Elizabeth

2013-01-01

The purpose of this paper is to address issues raised about the content of business education—moving away from a business-centered approach to understanding management, opening up a space for reflection, and offering tools to support this change in paradigm. Strand points out these issues as “rel...... of project conception by management can be understood as the place where CSR and sustainability practices can be operationalized in the base unit of work for many corporations—the project....... as “relevancy, reflexivity and continuity.” (Strand, 2011, p.41). Although Project Management (PM) is often understood as a specialized and narrow management topic, in organizations that use formalized and integrated PM practices such as Prince2 ™, management is responsible for project conception. The practice...

Recent Trends in Theory Use and Application within the Project Management Discipline

Directory of Open Access Journals (Sweden)

Nathan Johnson

2016-01-01

Full Text Available The following paper highlights the theories used to further project management (PM research spanning the 15 year time period of 1999-2013. The analysis examined 273 articles drawn from seven widely recognized PM journals with the aim of uncovering the most utilized theories in the discipline’s academic investigations. The review found these theories to be: Stakeholder Theory (ST, Fuzzy Sets Theory (FST, Utility Theory (UT, Theory of Constraints (TOC, and Actor-Network Theory (ANT. This collection of theories represents a diverse group of thought constituting a large portion of the PM literature’s theoretical foundations. Both UT and TOC have diminished in popularity while ANT and ST have improved in favor; FST has remained consistent in its use. The appendix to this manuscript includes a “ready reference” of all the theories utilized in PM research found within the reviewed journal outlets from the 15 year review period.

Tailoring Small IT Projects in the Project Planning Phase

Science.gov (United States)

Mulhearn, Michael F.

2011-01-01

Project management (PM) and systems engineering (SE) are essential skills in information technology (IT). There is an abundance of information available detailing the comprehensive bodies of knowledge, standards, and best practices. Despite the volume of information, there is surprisingly little information about how to tailor PM and SE tasks for…

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....

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.

Future Development of Modular HTGR in China after HTR-PM

International Nuclear Information System (INIS)

Zhang Zuoyi; Wang, Haitao; Dong Yujie; Li Fu

2014-01-01

The modular high temperature gas-cooled reactor (MHTGR) is an inherently safe nuclear energy technology for efficient electricity generation and process heat applications. The MHTGR is promising in China as it may replace fossil fuels in broader energy markets. In line with China’s long-term development plan of nuclear power, the Institute of Nuclear and New Energy Technology (INET) of Tsinghua University developed and designed a MHTGR demonstration plant, named high-temperature gas-cooled reactor-pebble bed module (HTR-PM). The HTR-PM came into the construction phase at the end of 2012. The HTR-PM aims to demonstrate safety, economic potential and modularization technologies towards future commercial applications. Based on experiences obtained from the HTR-PM project with respect to design, manufacture, construction, licensing and project management, a further step aiming to promote commercialization and market applications of the MHTGR is expected. To this purpose, INET is developing a commercialized MHTGR named HTR-PM600 and a conceptual design is under way accordingly. HTR-PM600 is a pebble-bed MHTGR power generation unit with a six-pack of 250MWth reactor modules. The objective is to cogenerate electricity and process heat flexibly and economically in order to meet a variety of market needs. The design of HTR-PM600 closely follows HTR-PM with respect to safety features, system configuration and plant layout. HTR-PM600 has the six modules feeding one steam turbine to generate electricity with capacity to extract high temperature steam from various interfaces of the turbine for further process heat applications. A standard plant consists of two HTR-PM600 units. Based on the economic information of HTR-PM, a preliminary study is carried out on the economic prospect of HTR-PM600. (author)

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...

40 CFR 93.116 - Criteria and procedures: Localized CO, PM10, and PM2.5 violations (hot-spots).

Science.gov (United States)

2010-07-01

..., PM10, and PM2.5 violations (hot-spots). 93.116 Section 93.116 Protection of Environment ENVIRONMENTAL....116 Criteria and procedures: Localized CO, PM10, and PM2.5 violations (hot-spots). (a) This paragraph... hot-spot analysis in PM10 and PM2.5 nonattainment and maintenance areas for FHWA/FTA projects that are...

All-PM monolithic fs Yb-fiber laser, dispersion-managed with all-solid photonic bandgap fiber

DEFF Research Database (Denmark)

Liu, Xiaomin; Lægsgaard, Jesper; Turchinovich, Dmitry

2009-01-01

All-in-fiber SESAM-modelocked self-starting fiber laser is demonstrated. Cavity dispersion is managed by a spliced-in PM all-solid photonic bandgap fiber. The laser directly delivers 1.25 nJ pulses of 280 fs duration.......All-in-fiber SESAM-modelocked self-starting fiber laser is demonstrated. Cavity dispersion is managed by a spliced-in PM all-solid photonic bandgap fiber. The laser directly delivers 1.25 nJ pulses of 280 fs duration....

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.

Modern project-management

CERN Multimedia

CERN. Geneva

2003-01-01

This lecture will focus on the following issues: - The current state of the art in Project Management, especially the integration of Project Management with general management activities, and the integrated view of resources allocation. - Overview of the project life cycle, the phases and the deliverables - Necessity and limits of planning in a research environment - Organizational aspects of the projects the roles of the stakeholders - How to get the resources when they are needed - Risk Management in Projects - Earned value - How to keep a project on track (schedule and budget) - Management of the suppliers - Closing of the project

Nurse managers' challenges in project management.

Science.gov (United States)

Suhonen, Marjo; Paasivaara, Leena

2011-11-01

To analyse the challenges that nurse managers meet in project management. Project management done by nurse managers has a significant role in the success of projects conducted in work units. The data were collected by open interviews (n = 14). The participants were nurse managers, nurses and public health nurses. Data analysis was carried out using qualitative content analysis. The three main challenges nurse managers faced in project management in health-care work units were: (1) apathetic organization and management, (2) paralysed work community and (3) cooperation between individuals being discouraged. Nurse managers' challenges in project management can be viewed from the perspective of the following paradoxes: (1) keeping up projects-ensuring patient care, (2) enthusiastic management-effective management of daily work and (3) supporting the work of a multiprofessional team-leadership of individual employees. It is important for nurse managers to learn to relate these paradoxes to one another in a positive way. Further research is needed, focusing on nurse managers' ability to promote workplace spirituality, nurse managers' emotional intelligence and their enthusiasm in small projects. © 2011 Blackwell Publishing Ltd.

Project Risk Management

Science.gov (United States)

Jr., R. F. Miles

1995-01-01

Project risk management is primarily concerned with performance, reliability, cost, and schedule. Environmental risk management is primarily concerned with human health and ecological hazards and likelihoods. This paper discusses project risk management and compares it to environmental risk management, both with respect to goals and implementation. The approach of the Jet Propulsion Laboratory to risk management is presented as an example of a project risk management approach that is an extension to NASA NHB 7120.5: Management of Major System Programs and Projects.

Optimizing management of Crohn's disease within a project management framework: results of a pilot study.

Science.gov (United States)

Keefer, Laurie; Doerfler, Bethany; Artz, Caroline

2012-02-01

Psychotherapy for Crohn's disease (CD) has focused on patients with psychological distress. Another approach to optimize management of CD is to target patients who do not exhibit psychological distress but engage in behaviors that undermine treatment efficacy / increase risk for flare. We sought to determine the feasibility/acceptability and estimate the effects of a program framed around Project Management (PM) principles on CD outcomes. Twenty-eight adults with quiescent CD without a history of psychiatric disorder were randomized to PM (n = 16) or treatment as usual (TAU; n = 12). Baseline and follow-up measures were Inflammatory Bowel Disease Questionnaire (IBDQ), Medication Adherence Scale (MAS), Perceived Stress Questionnaire (PSQ), and IBD Self-Efficacy Scale (IBD-SES). There were significant group × time effects favoring PM on IBDQ-Total Score (F(1) = 15.2, P = 0.001), IBDQ-Bowel (F(1) = 6.5, P = 0.02), and IBDQ-Systemic (F(1) = 9.3, P = 0.007) but not IBDQ-Emotional (F(1) = 1.9, P = ns) or IBDQ-Social (F(1) = 2.4, P = ns). There was a significant interaction effect favoring PM with respect to PSQ (F(1) = 8.4, P = 0.01) and IBD-SES (F(1) = 12.2, P = 0.003). There was no immediate change in MAS (F(1) = 4.3, P = ns). Moderate effect sizes (d > 0.30) were observed for IBDQ total score (d = 0.45), IBDQ bowel health (d = 0.45), and systemic health (d = 0.37). Effect sizes for PSQ (d = 0.13) and IBDSES (d = 0.17) were smaller. Behavioral programs that appeal to patients who may not seek psychotherapy for negative health behaviors may improve quality of life and potentially disease course and outcomes. Copyright © 2011 Crohn's & Colitis Foundation of America, Inc.

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.

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

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...

Monitoring and source apportionment of trace elements in PM2.5: Implications for local air quality management.

Science.gov (United States)

Li, Yueyan; Chang, Miao; Ding, Shanshan; Wang, Shiwen; Ni, Dun; Hu, Hongtao

2017-07-01

Fine particulate matter (PM 2.5 ) samples were collected simultaneously every hour in Beijing between April 2014 and April 2015 at five sites. Thirteen trace elements (TEs) in PM 2.5 were analyzed by online X-ray fluorescence (XRF). The annual average PM 2.5 concentrations ranged from 76.8 to 102.7 μg m -3 . TEs accounted for 5.9%-8.7% of the total PM 2.5 mass with Cl, S, K, and Si as the most dominant elements. Spearman correlation coefficients of PM 2.5 or TE concentrations between the background site and other sites showed that PM 2.5 and some element loadings were affected by regional and local sources, whereas Cr, Si, and Ni were attributed to substantial local emissions. Temporal variations of TEs in PM 2.5 were significant and provided information on source profiles. The PM 2.5 concentrations were highest in autumn and lowest in summer. Mn and Cr showed similar variation. Fe, Ca, Si, and Ti tended to show higher concentrations in spring, whereas concentrations of S peaked in summer. Concentrations of Cl, K, Pb, Zn, Cu, and Ni peaked in winter. PM 2.5 and TE median concentrations were higher on Saturdays than on weekdays. The diurnal pattern of PM 2.5 and TE median concentrations yielded similar bimodal patterns. Five dominant sources of PM 2.5 mass were identified via positive matrix factorization (PMF). These sources included the regional and local secondary aerosols, traffic, coal burning, soil dust, and metal processing. Air quality management strategies, including regional environmental coordination and collaboration, reduction in secondary aerosol precursors, restrictive vehicle emission standards, promotion of public transport, and adoption of clean energy, should be strictly implemented. High time-resolution measurements of TEs provided detailed source profiles, which can greatly improve precision in interpreting source apportionment calculations; the PMF analysis of online XRF data is a powerful tool for local air quality management. Copyright �

The Impacts of Gender, Sexual Orientation, and Ethnicity on Project Managers in Brazil

Directory of Open Access Journals (Sweden)

Luiz Gustavo Mauro de Queiroz

2014-09-01

Full Text Available This paper aims to study how different psycho-demographic traits may influence the activities and career progression of project managers (PM. We carried out an empirical qualitative research with PMs in Brazil, taking into account the peculiarities of this culture. There were conducted interviews with project managers that  were transcribed and subjected to discourse analysis. We found out that the soft skills proved to be crucial abilities needed by this manager for his/her career progression, and that these professionals perceive their professional success by either the growing complexity of the projects leaded by him/her, or also by taking a more strategic and less operational career path. Besides it was possible to infer that the soft skills are influenced by the local culture. This research has also suggested the existence of glass doors and ceilings for ethnic, gender, and sexual minorities. These professionals seem to carry out their functions with a cost greater than the one required by their male, white and heterosexuals peers, as well as they need to prove resilient to such domination.

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.

Poject Managment Approach to Public Low Income Housing. | Ogbu ...

African Journals Online (AJOL)

This research assesses the impacts of project management (PM) variables on the socio-economic formation of public low-income housing (LIH) users in Abia and ... socio-economic impact of public low income housing (LIH) and the PM variables: project scope control (PS), project planning (PPC), project cost control (PC), ...

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

Attribution of projected changes in summertime US ozone and PM2.5 concentrations to global changes

Directory of Open Access Journals (Sweden)

A. Guenther

2009-02-01

Full Text Available The impact that changes in future climate, anthropogenic US emissions, background tropospheric composition, and land-use have on summertime regional US ozone and PM2.5 concentrations is examined through a matrix of downscaled regional air quality simulations, where each set of simulations was conducted for five months of July climatology, using the Community Multi-scale Air Quality (CMAQ model. Projected regional scale changes in meteorology due to climate change under the Intergovernmental Panel on Climate Change (IPCC A2 scenario are derived through the downscaling of Parallel Climate Model (PCM output with the MM5 meteorological model. Future chemical boundary conditions are obtained through downscaling of MOZART-2 (Model for Ozone and Related Chemical Tracers, version 2.4 global chemical model simulations based on the IPCC Special Report on Emissions Scenarios (SRES A2 emissions scenario. Projected changes in US anthropogenic emissions are estimated using the EPA Economic Growth Analysis System (EGAS, and changes in land-use are projected using data from the Community Land Model (CLM and the Spatially Explicit Regional Growth Model (SERGOM. For July conditions, changes in chemical boundary conditions are found to have the largest impact (+5 ppbv on average daily maximum 8-h (DM8H ozone. Changes in US anthropogenic emissions are projected to increase average DM8H ozone by +3 ppbv. Land-use changes are projected to have a significant influence on regional air quality due to the impact these changes have on biogenic hydrocarbon emissions. When climate changes and land-use changes are considered simultaneously, the average DM8H ozone decreases due to a reduction in biogenic VOC emissions (−2.6 ppbv. Changes in average 24-h (A24-h PM2.5 concentrations are dominated by projected changes in anthropogenic emissions (+3 μg m−3, while changes in chemical boundary conditions have a negligible effect. On average, climate change reduces A24-h PM2

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

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

Project Hanford management contract quality improvement project management plan; TOPICAL

International Nuclear Information System (INIS)

ADAMS, D.E.

1999-01-01

On July 13, 1998, the U.S. Department of Energy, Richland Operations Office (DOE-RL) Manager transmitted a letter to Fluor Daniel Hanford, Inc. (FDH) describing several DOE-RL identified failed opportunities for FDH to improve the Quality Assurance (QA) Program and its implementation. In addition, DOE-RL identified specific Quality Program performance deficiencies. FDH was requested to establish a periodic reporting mechanism for the corrective action program. In a July 17, 1998 response to DOE-RL, FDH agreed with the DOE concerns and committed to perform a comprehensive review of the Project Hanford Management Contract (PHMC) QA Program during July and August, 1998. As a result, the Project Hanford Management Contract Quality Improvement Plan (QIP) (FDH-3508) was issued on October 21, 1998. The plan identified corrective actions based upon the results of an in-depth Quality Program Assessment. Immediately following the scheduled October 22, 1998, DOE Office of Enforcement and Investigation (EH-10) Enforcement Conference, FDH initiated efforts to effectively implement the QIP corrective actions. A Quality Improvement Project (QI Project) leadership team was assembled to prepare a Project Management Plan for this project. The management plan was specifically designed to engage a core team and the support of representatives from FDH and the major subcontractors (MSCs) to implement the QIP initiatives; identify, correct, and provide feedback as to the root cause for deficiency; and close out the corrective actions. The QI Project will manage and communicate progress of the process

Prototype road weather performance management (RW-PM) tool and Minnesota Department of Transportation (MnDOT) field evaluation.

Science.gov (United States)

2017-01-01

FHWAs Road Weather Management Program developed : a Prototype Road Weather Management (RW-PM) Tool : to help DOTs maximize the effectiveness of their maintenance : resources and efficiently adjust deployments dynamically, : as road conditions and ...

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.

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.

Reduction of power consumption in motor-driven applications by using PM motors; PM = Permanent Magnet; Reduktion af elforbrug til motordrift ved anvendelse af PM motorer

Energy Technology Data Exchange (ETDEWEB)

Hvenegaard, C.M.; Hansen, Mads P.R.; Groenborg Nikolaisen, C. (Teknologisk Institut, Taastrup (Denmark)); Nielsen, Sandie B. (Teknologisk Institut, AArhus (Denmark)); Ritchie, E.; Leban, K. (Aalborg Univ., Aalborg (Denmark))

2009-12-15

The traditional asynchronous motor with aluminum rotor is today by far the most widespread and sold electric motor, but a new and more energy efficient type of engine - the permanent magnet motor (PM motor) - is expected in the coming years to win larger and larger market shares. Several engine manufacturers in Europe, USA and Asia are now beginning to market the PM motors, which can replace the traditional asynchronous motor. The project aims to uncover the pros and cons of replacing asynchronous motors including EFF1 engines with PM motors, including the price difference. Furthermore, it is identified how the efficiency of PM motors is affected by low load levels and at various forms of control. Finally, the energy savings potential is analysed, by replacing asynchronous motors with PM motors. The study includes laboratory tests of PM motors, made in a test stand at Danish Technological Institute. (ln)

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...

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...

LHCb: Evidence of CP violation in charmless three-body decays $B^\\pm\\rightarrow K^\\pm\\pi^+\\pi^-$, $B^\\pm\\rightarrow K^\\pm K^+K^-$, $B^\\pm\\rightarrow K^+ K^-\\pi^\\pm$ and $B^\\pm\\rightarrow \\pi^\\pm\\pi^+\\pi^-$

CERN Multimedia

Lopes, J H

2013-01-01

Evidence of CP violation in charmless three-body decays $B^\\pm\\rightarrow K^\\pm\\pi^+\\pi^-$, $B^\\pm\\rightarrow K^\\pm K^+K^-$, $B^\\pm\\rightarrow K^+ K^-\\pi^\\pm$ and $B^\\pm\\rightarrow \\pi^\\pm\\pi^+\\pi^-$

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

Directory of Open Access Journals (Sweden)

Borštnar Mirjana Kljajić

2014-02-01

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

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.

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

Science.gov (United States)

Lively, William R.

2014-01-01

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

PM2006: a highly scalable urban planning management information system--Case study: Suzhou Urban Planning Bureau

Science.gov (United States)

Jing, Changfeng; Liang, Song; Ruan, Yong; Huang, Jie

2008-10-01

During the urbanization process, when facing complex requirements of city development, ever-growing urban data, rapid development of planning business and increasing planning complexity, a scalable, extensible urban planning management information system is needed urgently. PM2006 is such a system that can deal with these problems. In response to the status and problems in urban planning, the scalability and extensibility of PM2006 are introduced which can be seen as business-oriented workflow extensibility, scalability of DLL-based architecture, flexibility on platforms of GIS and database, scalability of data updating and maintenance and so on. It is verified that PM2006 system has good extensibility and scalability which can meet the requirements of all levels of administrative divisions and can adapt to ever-growing changes in urban planning business. At the end of this paper, the application of PM2006 in Urban Planning Bureau of Suzhou city is described.

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.

Asthma and PM10

Directory of Open Access Journals (Sweden)

Gilmour M Ian

2000-07-01

Full Text Available Abstract PM10 (the mass of particles present in the air having a 50% cutoff for particles with an aerodynamic diameter of 10 μm is the standard measure of particulate air pollution used worldwide. Epidemiological studies suggest that asthma symptoms can be worsened by increases in the levels of PM10. Epidemiological evidence at present indicates that PM10 increases do not raise the chances of initial sensitisation and induction of disease, although further research is warranted. PM10 is a complex mixture of particle types and has many components and there is no general agreement regarding which component(s could lead to exacerbations of asthma. However pro-inflammatory effects of transition metals, hydrocarbons, ultrafine particles and endotoxin, all present to varying degrees in PM10, could be important. An understanding of the role of the different components of PM10 in exacerbating asthma is essential before proper risk assessment can be undertaken leading to advice on risk management for the many asthmatics who are exposed to air pollution particles.

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...

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…

The Environmental Management Project Manager's Handbook for improved project definition

International Nuclear Information System (INIS)

1995-02-01

The United States Department of Energy (DOE) is committed to providing high quality products that satisfy customer needs and are the associated with this goal, DOE personnel must possess the knowledge, skills, and abilities to ensure successful job performance. In addition, there must be recognition that the greatest obstacle to proper project performance is inadequate project definition. Without strong project definition, DOE environmental management efforts are vulnerable to fragmented solutions, duplication of effort, and wastes resources. The primary means of ensuring environmental management projects meet cost and schedule milestones is through a structured and graded approach to project definition, which is the focus of this handbook

Characterization of Fine Particulate Matter (PM) and Secondary PM Precursor Gases in Mexico City

Energy Technology Data Exchange (ETDEWEB)

Dr. Charles E. Kolb

2008-03-31

This project was one of three collaborating grants designed to understand the atmospheric chemistry and aerosol particle microphysics impacting air quality in the Mexico City Metropolitan Area (MCMA) and its urban plume. The overall effort, titled MCMA- 2006, focused on: 1) the primary emissions of fine particles and precursor gases leading to photochemical production of atmospheric oxidants and secondary aerosol particles and 2) the measurement and analysis of secondary oxidants and secondary fine particular matter (PM) production, with particular emphasis on secondary organic aerosol (SOA). MCAM-2006 pursued it goals through three main activities: 1) performance and publication of detailed analyses of extensive MCMA trace gas and fine PM measurements made by the collaborating groups and others during earlier MCMA field campaigns in 2002 and 2003; 2) deployment and utilization of extensive real-time trace gas and fine PM instrumentation at urban and downwind MCMA sites in support of the MAX-Mex/MILAGRO field measurements in March, 2006; and, 3) analyses of the 2006 MCMA data sets leading to further publications that are based on new data as well as insights from analysis and publication of the 2002/2003 field data. Thirteen archival publications were coauthored with other MCMA-2003 participants. Documented findings included a significantly improved speciated emissions inventory from on-road vehicles, a greatly enhanced understanding of the sources and atmospheric loadings of volatile organic compounds, a unique analysis of the high fraction of ambient formaldehyde from primary emission sources, a much more extensive knowledge of the composition, size distributions and atmospheric mass loadings of both primary and secondary fine PM, including the fact that the rate of MCMA SOA production greatly exceeded that predicted by current atmospheric models, and evaluations of significant errors that can arise from standard air quality monitors for ozone and nitrogen

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...

A multivariate study for characterizing particulate matter (PM(10), PM(2.5), and PM(1)) in Seoul metropolitan subway stations, Korea.

Science.gov (United States)

Kwon, Soon-Bark; Jeong, Wootae; Park, Duckshin; Kim, Ki-Tae; Cho, Kyung Hwa

2015-10-30

Given that around eight million commuters use the Seoul Metropolitan Subway (SMS) each day, the indoor air quality (IAQ) of its stations has attracted much public attention. We have monitored the concentration of particulate matters (PMx) (i.e., PM10, PM2.5, and PM1) in six major transfer stations per minute for three weeks during the summer, autumn, and winter in 2014 and 2015. The data were analyzed to investigate the relationship between PMx concentration and multivariate environmental factors using statistical methods. The average PM concentration observed was approximately two or three times higher than outdoor PM10 concentration, showing similar temporal patterns at concourses and platforms. This implies that outdoor PM10 is the most significant factor in controlling indoor PM concentration. In addition, the station depth and number of trains passing through stations were found to be additional influences on PMx. Principal component analysis (PCA) and self-organizing map (SOM) were employed, through which we found that the number of trains influences PM concentration in the vicinity of platforms only, and PMx hotspots were determined. This study identifies the external and internal factors affecting PMx characteristics in six SMS stations, which can assist in the development of effective IAQ management plans to improve public health. Copyright © 2015 Elsevier B.V. All rights reserved.

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.

The application of project management in construction projects ...

African Journals Online (AJOL)

Project management is critical for successful project development. A crucial responsibility of the project manager is ensuring that the client is certified and the scope of work is of high quality, within the agreed budget and time frame. In some way, project financing is completed from the time of project conception. Indeed ...

PROJECT - RESOURCE MANAGEMENT OF INNOVATIONS IN EDUCATION: ANTHROPOLOGICAL PROJECTION

Directory of Open Access Journals (Sweden)

Galina Aleksandrovna Ignat’eva

2015-08-01

Full Text Available The purpose of the research was to denote a way to solve the problem of education mana-gement ΄s insufficient efficiency considered from the point of view of education opportunities to influence on the formation of mechanisms for sustainable development of society as a whole and its educational component. The concept «project-resource management of innovation in education» regarded on the basis of the anthropological project-transforming paradigm. Conceptually-categorical context presented by conceptual cluster composed of coordinated concepts «project», «resource», «educational reality», «organizational-resource potential», «project commonality». In the theoretical part of the study on the basis of analysis of the normative and exploratory approaches to educational innovations organization and management it was established the search approach ΄s leading role in the methodological substantiation of project-resource management. The study have indicated that in the presence of variable models of innovation management in education, corresponding to various predictive models of continuing education post-industrial society, project-resource management is an universal mechanism for the transition from separate innovation΄s precedents to the an authentic reality of innovative education. In the technological part of the study the main concern was to submit the project-resource management by the management goal’s system, each of which includes the specific management actions, projected results and the organizational forms. The project-resource management ΄s professional – activity context of the study showed evolution of managerial positions: an effective performer – an effective leader – strategist, implemented during the transition from directly directive management to the project management and further to the project-resource management. Based on the findings identified the key factors of initiatively-problem projects

Agile Project Management For Dummies

CERN Document Server

Layton, Mark C

2012-01-01

Be flexible and faster with Agile project management As mobile and web technologies continue to evolve rapidly, there is added pressure to develop and implement software projects in weeks instead of months. Agile Project Management For Dummies can make that happen. This is the first book to provide a simple, step-by-step guide to Agile Project Management approaches, tools, and techniques. With the fast pace of mobile and web technology development, software project development must keep pace; Agile Project Management enables developers to complete and implement projects more quickly and this b

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...

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…

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...

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....

Efficient and Effective Project Management

Directory of Open Access Journals (Sweden)

Dusan Pene

2014-03-01

Full Text Available The purpose of the article is to investigate different authorities and responsibilities of a project manager and of a project leader. Considering the fact that nowadays the project management is becoming the important factor in performing and leading the investments which are modified by modern leadership theories, we can say that the key element is the sovereign leadership of a manager and a project leader. The current multi-project environments and modern techniques at the project management area need the interdisciplinary leadership approach and at the same time they enable the strengthening of company’s competitive features so they are consistently satisfying high project expectations of the project investor or a client.

Managing projects a team-based approach

CERN Document Server

Brown, Karen A

2010-01-01

Students today are likely to be assigned to project teams or to be project managers almost immediately in their first job. Managing Projects: A Team-Based Approach was written for a wide range of stakeholders, including project managers, project team members, support personnel, functional mangers who provide resources for projects, project customers (and customer representatives), project sponsors, project subcontractors, and anyone who plays a role in the project delivery process. The need for project management is on the rise as product life cycles compress, demand for IT systems increases, and business takes on an increasingly global character. This book adds to the project management knowledge base in a way that fills an unmet need—it shows how teams can apply many of the standard project management tools, as well as several tools that are relatively new to the field. Managing Projects: A Team-Based Approach offers the academic rigor found in most textbooks along with the practical attributes often foun...

Multidisplinary Engineering, Project, and Production Management

OpenAIRE

Chien-Ho Ko

2012-01-01

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

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

Directory of Open Access Journals (Sweden)

Fábio Cocchi da Silva Eiras

2017-03-01

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

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....

Observation of the suppressed ADS modes $B^\\pm \\to [\\pi^\\pm K^\\mp \\pi^+\\pi^-]_D K^\\pm$ and $B^\\pm \\to [\\pi^\\pm K^\\mp \\pi^+\\pi^-]_D \\pi^\\pm$

CERN Document Server

INSPIRE-00258707; Abellan Beteta, C; Adeva, B; Adinolfi, M; Adrover, C; Affolder, A; Ajaltouni, Z; Albrecht, J; Alessio, F; Alexander, M; Ali, S; Alkhazov, G; Alvarez Cartelle, P; Alves Jr, A A; Amato, S; Amerio, S; Amhis, Y; Anderlini, L; Anderson, J; Andreassen, R; Appleby, R B; Aquines Gutierrez, O; Archilli, F; Artamonov, A; Artuso, M; Aslanides, E; Auriemma, G; Bachmann, S; Back, J J; Baesso, C; Balagura, V; Baldini, W; Barlow, R J; Barschel, C; Barsuk, S; Barter, W; Bauer, Th; Bay, A; Beddow, J; Bedeschi, F; Bediaga, I; Belogurov, S; Belous, K; Belyaev, I; Ben-Haim, E; Benayoun, M; Bencivenni, G; Benson, S; Benton, J; Berezhnoy, A; Bernet, R; Bettler, M -O; van Beuzekom, M; Bien, A; Bifani, S; Bird, T; Bizzeti, A; Bjørnstad, P M; Blake, T; Blanc, F; Blouw, J; Blusk, S; Bocci, V; Bondar, A; Bondar, N; Bonivento, W; Borghi, S; Borgia, A; Bowcock, T J V; Bowen, E; Bozzi, C; Brambach, T; van den Brand, J; Bressieux, J; Brett, D; Britsch, M; Britton, T; Brook, N H; Brown, H; Burducea, I; Bursche, A; Busetto, G; Buytaert, J; Cadeddu, S; Callot, O; Calvi, M; Calvo Gomez, M; Camboni, A; Campana, P; Carbone, A; Carboni, G; Cardinale, R; Cardini, A; Carranza-Mejia, H; Carson, L; Carvalho Akiba, K; Casse, G; Cattaneo, M; Cauet, Ch; Charles, M; Charpentier, Ph; Chen, P; Chiapolini, N; Chrzaszcz, M; Ciba, K; Cid Vidal, X; Ciezarek, G; Clarke, P E L; Clemencic, M; Cliff, H V; Closier, J; Coca, C; Coco, V; Cogan, J; Cogneras, E; Collins, P; Comerma-Montells, A; Contu, A; Cook, A; Coombes, M; Coquereau, S; Corti, G; Couturier, B; Cowan, G A; Craik, D; Cunliffe, S; Currie, R; D'Ambrosio, C; David, P; David, P N Y; De Bonis, I; De Bruyn, K; De Capua, S; De Cian, M; De Miranda, J M; De Oyanguren Campos, M; De Paula, L; De Silva, W; De Simone, P; Decamp, D; Deckenhoff, M; Del Buono, L; Derkach, D; Deschamps, O; Dettori, F; Di Canto, A; Dijkstra, H; Dogaru, M; Donleavy, S; Dordei, F; Dosil Suárez, A; Dossett, D; Dovbnya, A; Dupertuis, F; Dzhelyadin, R; Dziurda, A; Dzyuba, A; Easo, S; Egede, U; Egorychev, V; Eidelman, S; van Eijk, D; Eisenhardt, S; Eitschberger, U; Ekelhof, R; Eklund, L; El Rifai, I; Elsasser, Ch; Elsby, D; Falabella, A; Färber, C; Fardell, G; Farinelli, C; Farry, S; Fave, V; Ferguson, D; Fernandez Albor, V; Ferreira Rodrigues, F; Ferro-Luzzi, M; Filippov, S; Fitzpatrick, C; Fontana, M; Fontanelli, F; Forty, R; Francisco, O; Frank, M; Frei, C; Frosini, M; Furcas, S; Furfaro, E; Gallas Torreira, A; Galli, D; Gandelman, M; Gandini, P; Gao, Y; Garofoli, J; Garosi, P; Garra Tico, J; Garrido, L; Gaspar, C; Gauld, R; Gersabeck, E; Gersabeck, M; Gershon, T; Ghez, Ph; Gibson, V; Gligorov, V V; Göbel, C; Golubkov, D; Golutvin, A; Gomes, A; Gordon, H; Grabalosa Gándara, M; Graciani Diaz, R; Granado Cardoso, L A; Graugés, E; Graziani, G; Grecu, A; Greening, E; Gregson, S; Grünberg, O; Gui, B; Gushchin, E; Guz, Yu; Gys, T; Hadjivasiliou, C; Haefeli, G; Haen, C; Haines, S C; Hall, S; Hampson, T; Hansmann-Menzemer, S; Harnew, N; Harnew, S T; Harrison, J; Hartmann, T; He, J; Heijne, V; Hennessy, K; Henrard, P; Hernando Morata, J A; van Herwijnen, E; Hicks, E; Hill, D; Hoballah, M; Hombach, C; Hopchev, P; Hulsbergen, W; Hunt, P; Huse, T; Hussain, N; Hutchcroft, D; Hynds, D; Iakovenko, V; Idzik, M; Ilten, P; Jacobsson, R; Jaeger, A; Jans, E; Jaton, P; Jing, F; John, M; Johnson, D; Jones, C R; Jost, B; Kaballo, M; Kandybei, S; Karacson, M; Karbach, T M; Kenyon, I R; Kerzel, U; Ketel, T; Keune, A; Khanji, B; Kochebina, O; Komarov, I; Koopman, R F; Koppenburg, P; Korolev, M; Kozlinskiy, A; Kravchuk, L; Kreplin, K; Kreps, M; Krocker, G; Krokovny, P; Kruse, F; Kucharczyk, M; Kudryavtsev, V; Kvaratskheliya, T; La Thi, V N; Lacarrere, D; Lafferty, G; Lai, A; Lambert, D; Lambert, R W; Lanciotti, E; Lanfranchi, G; Langenbruch, C; Latham, T; Lazzeroni, C; Le Gac, R; van Leerdam, J; Lees, J -P; Lefèvre, R; Leflat, A; Lefrançois, J; Leo, S; Leroy, O; Leverington, B; Li, Y; Li Gioi, L; Liles, M; Lindner, R; Linn, C; Liu, B; Liu, G; von Loeben, J; Lohn, S; Lopes, J H; Lopez Asamar, E; Lopez-March, N; Lu, H; Lucchesi, D; Luisier, J; Luo, H; Machefert, F; Machikhiliyan, I V; Maciuc, F; Maev, O; Malde, S; Manca, G; Mancinelli, G; Marconi, U; Märki, R; Marks, J; Martellotti, G; Martens, A; Martin, L; Martín Sánchez, A; Martinelli, M; Martinez Santos, D; Martins Tostes, D; Massafferri, A; Matev, R; Mathe, Z; Matteuzzi, C; Maurice, E; Mazurov, A; McCarthy, J; McNulty, R; Mcnab, A; Meadows, B; Meier, F; Meissner, M; Merk, M; Milanes, D A; Minard, M -N; Molina Rodriguez, J; Monteil, S; Moran, D; Morawski, P; Morello, M J; Mountain, R; Mous, I; Muheim, F; Müller, K; Muresan, R; Muryn, B; Muster, B; Naik, P; Nakada, T; Nandakumar, R; Nasteva, I; Needham, M; Neufeld, N; Nguyen, A D; Nguyen, T D; Nguyen-Mau, C; Nicol, M; Niess, V; Niet, R; Nikitin, N; Nikodem, T; Nomerotski, A; Novoselov, A; Oblakowska-Mucha, A; Obraztsov, V; Oggero, S; Ogilvy, S; Okhrimenko, O; Oldeman, R; Orlandea, M; Otalora Goicochea, J M; Owen, P; Pal, B K; Palano, A; Palutan, M; Panman, J; Papanestis, A; Pappagallo, M; Parkes, C; Parkinson, C J; Passaleva, G; Patel, G D; Patel, M; Patrick, G N; Patrignani, C; Pavel-Nicorescu, C; Pazos Alvarez, A; Pellegrino, A; Penso, G; Pepe Altarelli, M; Perazzini, S; Perego, D L; Perez Trigo, E; Pérez-Calero Yzquierdo, A; Perret, P; Perrin-Terrin, M; Pessina, G; Petridis, K; Petrolini, A; Phan, A; Picatoste Olloqui, E; Pietrzyk, B; Pilař, T; Pinci, D; Playfer, S; Plo Casasus, M; Polci, F; Polok, G; Poluektov, A; Polycarpo, E; Popov, D; Popovici, B; Potterat, C; Powell, A; Prisciandaro, J; Pugatch, V; Puig Navarro, A; Punzi, G; Qian, W; Rademacker, J H; Rakotomiaramanana, B; Rangel, M S; Raniuk, I; Rauschmayr, N; Raven, G; Redford, S; Reid, M M; dos Reis, A C; Ricciardi, S; Richards, A; Rinnert, K; Rives Molina, V; Roa Romero, D A; Robbe, P; Rodrigues, E; Rodriguez Perez, P; Roiser, S; Romanovsky, V; Romero Vidal, A; Rouvinet, J; Ruf, T; Ruffini, F; Ruiz, H; Ruiz Valls, P; Sabatino, G; Saborido Silva, J J; Sagidova, N; Sail, P; Saitta, B; Salzmann, C; Sanmartin Sedes, B; Sannino, M; Santacesaria, R; Santamarina Rios, C; Santovetti, E; Sapunov, M; Sarti, A; Satriano, C; Satta, A; Savrie, M; Savrina, D; Schaack, P; Schiller, M; Schindler, H; Schlupp, M; Schmelling, M; Schmidt, B; Schneider, O; Schopper, A; Schune, M -H; Schwemmer, R; Sciascia, B; Sciubba, A; Seco, M; Semennikov, A; Senderowska, K; Sepp, I; Serra, N; Serrano, J; Seyfert, P; Shapkin, M; Shapoval, I; Shatalov, P; Shcheglov, Y; Shears, T; Shekhtman, L; Shevchenko, O; Shevchenko, V; Shires, A; Silva Coutinho, R; Skwarnicki, T; Smith, N A; Smith, E; Smith, M; Sokoloff, M D; Soler, F J P; Soomro, F; Souza, D; Souza De Paula, B; Spaan, B; Sparkes, A; Spradlin, P; Stagni, F; Stahl, S; Steinkamp, O; Stoica, S; Stone, S; Storaci, B; Straticiuc, M; Straumann, U; Subbiah, V K; Swientek, S; Syropoulos, V; Szczekowski, M; Szczypka, P; Szumlak, T; T'Jampens, S; Teklishyn, M; Teodorescu, E; Teubert, F; Thomas, C; Thomas, E; van Tilburg, J; Tisserand, V; Tobin, M; Tolk, S; Tonelli, D; Topp-Joergensen, S; Torr, N; Tournefier, E; Tourneur, S; Tran, M T; Tresch, M; Tsaregorodtsev, A; Tsopelas, P; Tuning, N; Ubeda Garcia, M; Ukleja, A; Urner, D; Uwer, U; Vagnoni, V; Valenti, G; Vazquez Gomez, R; Vazquez Regueiro, P; Vecchi, S; Velthuis, J J; Veltri, M; Veneziano, G; Vesterinen, M; Viaud, B; Vieira, D; Vilasis-Cardona, X; Vollhardt, A; Volyanskyy, D; Voong, D; Vorobyev, A; Vorobyev, V; Voß, C; Voss, H; Waldi, R; Wallace, R; Wandernoth, S; Wang, J; Ward, D R; Watson, N K; Webber, A D; Websdale, D; Whitehead, M; Wicht, J; Wiechczynski, J; Wiedner, D; Wiggers, L; Wilkinson, G; Williams, M P; Williams, M; Wilson, F F; Wishahi, J; Witek, M; Wotton, S A; Wright, S; Wu, S; Wyllie, K; Xie, Y; Xing, F; Xing, Z; Yang, Z; Young, R; Yuan, X; Yushchenko, O; Zangoli, M; Zavertyaev, M; Zhang, F; Zhang, L; Zhang, W C; Zhang, Y; Zhelezov, A; Zhokhov, A; Zhong, L; Zvyagin, A

2013-01-01

An analysis of $B^{\\pm}\\to DK^{\\pm}$ and $B^{\\pm}\\to D\\pi^{\\pm}$ decays is presented where the $D$ meson is reconstructed in the four-body final state $K^{\\pm}\\pi^{\\mp} \\pi^+ \\pi^-$. Using LHCb data corresponding to an integrated luminosity of $1.0{\\rm \\,fb}^{-1}$, first observations are made of the suppressed ADS modes $B^{\\pm}\\to [\\pi^{\\pm} K^{\\mp}\\pi^+\\pi^-]_D K^{\\pm}$ and $B^{\\pm}\\to [\\pi^{\\pm} K^{\\mp} \\pi^+\\pi^- ]_D\\pi^{\\pm}$ with a significance of $5.1\\sigma$ and greater than $10\\sigma$, respectively. Measurements of $CP$ asymmetries and $CP$-conserving ratios of partial widths from this family of decays are also performed. The magnitude of the ratio between the suppressed and favoured $B^{\\pm}\\to DK^{\\pm}$ amplitudes is determined to be $r^K_B = 0.097 \\pm{0.011}$.

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

Institute of Scientific and Technical Information of China (English)

LI Gui-jun; ZHANG Yue-song

2006-01-01

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

Integrated project risk management of nuclear power projects

International Nuclear Information System (INIS)

Wang Xiaohui; Xu Yuanhui

2001-01-01

The concept and the features of risks in nuclear power projects are introduced, and in terms of nuclear power projects' own features, the Nuclear Power Project Integrated Risk Management Model is presented. The identification, estimation, evaluation, response plan development, control of risks and the theoretical basis of risk management are discussed. The model has feedback and control functions in order to control and manage the risks dynamically

Multidisplinary Engineering, Project, and Production Management

Directory of Open Access Journals (Sweden)

Chien-Ho Ko

2012-01-01

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

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.

Management of setpoint information using SAP-PM; Gerenciamento das informacoes de setpoints usando o SAP-PM

Energy Technology Data Exchange (ETDEWEB)

Ribeiro, Robison Tirre; Pereira, Paulo Manoel Borges [TBG - Transportadora Brasileira Gasoduto Bolivia Brasil S.A., Rio de Janeiro, RJ (Brazil)

2005-07-01

It is always a challenge to assure that the set points of field instruments and valves (e.g., transmitters, regulator valves, shut off valves, safety valves, etc) are adjusted in conformity either to the originally designed values or the ones established by the operations team, specially when multiple teams are involved in the activity. In such circumstances, keeping these values updated on proper data sheets is also a defying task. The correct information is essential to the Control Room operators and its accuracy is a step ahead towards operational availability and safety. TBG, through CMMS (Computerized Maintenance Management System) - SAP R/3, PM Module, developed a set of automated tools to integrate data from different environments (reports, handhelds, workflows and procedures), thus allowing allow a better control over the set point adjustment process. (author)

Basic statistics of PM2.5 and PM10 in the atmosphere of Mexico City.

Science.gov (United States)

Vega, E; Reyes, E; Sánchez, G; Ortiz, E; Ruiz, M; Chow, J; Watson, J; Edgerton, S

2002-03-27

The high levels of fine particulate matter in Mexico City are of concern since they may induce severe public health effects as well as the attenuation of visible light. Sequential filter samplers were used at six different sites from 23 February to 22 March 1997. The sampling campaign was carried out as part of the project 'Investigación sobre Materia Particulada y Deterioro Atmosferico-Aerosol and Visibility Evaluation Research'. This research was a cooperative project sponsored by PEMEX and by the US Department of Energy. Sampling sites represent the different land uses along the city, the northwest station, Tlalnepantla, is located in a mixed medium income residential and industrial area. The northeast station, Xalostoc, is located in a highly industrialized area, Netzahualcoyotl is located in a mixed land use area, mainly commercial and residential. Station La Merced is located in the commercial and administrative district downtown. The southwest station is located in the Pedregal de San Angel, in a high-income neighborhood, and the southeast station located in Cerro de la Estrella is a mixed medium income residential and commercial area. Samples were collected four times a day in Cerro de la Estrella (CES), La Merced (MER) and Xalostoc (XAL) with sampling periods of 6 h. In Pedregal (PED), Tlalnepantla (TLA) and Netzahualcoyot1 (NEZ) sampling periods were every 24 h. In this paper the basic statistics of PM2.5 and PM10 mass concentrations are presented. The average results showed that 49, 61, 46, 57, 51 and 44% of the PM10 consisted of PM2.5 for CES, MER, XAL, PED, TLA and NEZ, respectively. The 24-h average highest concentrations of PM25 and PM10 were registered at NEZ (184 and 267 microg/m3) and the lowest at PED (22 and 39 microg/m3). The highest PM10 correlations were between XAL-CES (0.79), PED-TLA (0.80). In contrast, the highest PM2.5 correlations were between CES-PED (0.74), MER-CES (0.73) and TLA-PED (0.72), showing a lower correlation than the PM10

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...

Modelling of particulate matter pollution (PM10) over the Etang de Berre area Determination of areas of homogeneous pollution

International Nuclear Information System (INIS)

Brocheton, F.; Poulet, D.; Mesbah, B.; Hourdin, G.

2010-01-01

AIRFOBEP is the association in charge of the air quality monitoring in the Etang de Berre area. AIRFOBEP is managing a network of ten sensors to monitor the PMI (particulate matter index) particulate pollution. This network is updated once a year according to the Air Quality Monitoring Plan (PSQA). Optimizing this network needs to know how the particulate pollution is distributed in the area. In other words, to determine the limits of homogeneous zones of PM 10 pollution. The aim of the project presented in this article is to produce a map of homogeneous zones of PM 10 pollution in the Etang de Berre area. The project was carried out in two steps: - PM 10 atmospheric dispersion modeling, using a ADMS-URBAN software, - Statistic classification, based on the well known Hierarchical Ascending Classification (HAC) technique. Results of the atmospheric dispersion modeling was namely adjusted using an original technique for the 'background PM 10 pollution' computation. Good performances have been obtained when comparing modeling and measurements data. Finally, a set of five homogeneous zones was found to well describe the PM 10 pollution level distribution in the Etang de Berre area. (author)

Measurement of software project management effectiveness

OpenAIRE

Demir, Kadir Alpaslan

2008-01-01

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

MANAGING MULTICULTURAL PROJECT TEAMS

Directory of Open Access Journals (Sweden)

Cezar SCARLAT

2014-06-01

Full Text Available The article is based on literature review and authors’ own recent experience in managing multicultural project teams, in international environment. This comparative study considers two groups of projects: technical assistance (TA projects versus information technology (IT projects. The aim is to explore the size and structure of the project teams – according to the team formation and its lifecycle, and to identify some distinctive attributes of the project teams – both similarities and differences between the above mentioned types of projects. Distinct focus of the research is on the multiculturalism of the project teams: how the cultural background of the team members influences the team performance and team management. Besides the results of the study are the managerial implications: how the team managers could soften the cultural clash, and avoid inter-cultural misunderstandings and even conflicts – in order to get a better performance. Some practical examples are provided as well.

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

Directory of Open Access Journals (Sweden)

Gordana ŽURGA

2018-02-01

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

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.

Dealing with PM demons : in the wake of a series of megaproject snafus, project managers are under the gun to deal more effectively with the details

Energy Technology Data Exchange (ETDEWEB)

Lunan, D.

2006-08-15

This article argued that many of the project management problems currently experienced in the oil and gas industry are the result of cut-backs in project management staff in the mid 1980s. As the industry began to grow, there was a dearth of new managers with enough experience to deal with massive new projects. Suncor Energy's Millennium oilsands project was 6 months late getting started and the final $3.5 billion price tag was 70 per cent over initial budget forecasts. Shell Canada's Albian Sands bitumen project was also 6 months late and was 60 per cent more costly than anticipated. Syncrude Canada's Upgrader expansion was 18 months late and cost $8.6 billion, more than 100 per cent over initial budget forecasts. It was suggested that Syncrude relied too heavily on the expertise of contractor organizations. The lack of in-house talent has meant that companies are turning more and more to outside project management consultants. However, Syncrude's recent difficulties have suggested that large companies are in need of in-house project management teams so that companies can focus on safe, reliable operations. Extensive pre-engineering can reduce the need for project scope changes. It was concluded that although modularization, fixed-price contracts and high standards of data acquisition are also necessary, the success of a large project will depend ultimately on the experience and talents of project managers. 2 figs.

Dealing with PM demons : in the wake of a series of megaproject snafus, project managers are under the gun to deal more effectively with the details

International Nuclear Information System (INIS)

Lunan, D.

2006-01-01

This article argued that many of the project management problems currently experienced in the oil and gas industry are the result of cut-backs in project management staff in the mid 1980s. As the industry began to grow, there was a dearth of new managers with enough experience to deal with massive new projects. Suncor Energy's Millennium oilsands project was 6 months late getting started and the final $3.5 billion price tag was 70 per cent over initial budget forecasts. Shell Canada's Albian Sands bitumen project was also 6 months late and was 60 per cent more costly than anticipated. Syncrude Canada's Upgrader expansion was 18 months late and cost $8.6 billion, more than 100 per cent over initial budget forecasts. It was suggested that Syncrude relied too heavily on the expertise of contractor organizations. The lack of in-house talent has meant that companies are turning more and more to outside project management consultants. However, Syncrude's recent difficulties have suggested that large companies are in need of in-house project management teams so that companies can focus on safe, reliable operations. Extensive pre-engineering can reduce the need for project scope changes. It was concluded that although modularization, fixed-price contracts and high standards of data acquisition are also necessary, the success of a large project will depend ultimately on the experience and talents of project managers. 2 figs

Quantifying Future PM2.5 and Associated Health Effects Due to Changes in US Wildfires

Science.gov (United States)

Pierce, J. R.; Val Martin, M.; Ford, B.; Zelasky, S.; Heald, C. L.; Li, F.; Lawrence, D. M.; Fischer, E. V.

2017-12-01

Fine particulate matter (PM2.5) from landscape fires has been shown to adversely affect visibility, air quality and and health across the US. Fire activity is strongly related to climate and human activities. Predictions based on climate scenarios and future land cover projections that consider socioeconomic development suggest that fire activity will rise dramatically over the next decades. As PM2.5 is associated with increased mortality and morbidity rates, increases in emissions from landscape fires may alter the health burden on the US population. Here we present an analysis of the changes in future wildfire activity and consequences for PM2.5 and health over the US from 2000 to 2100. We employ the global Community Earth System Model (CESM) with the IPCC RCP projections. Within CESM, we use a process-based global fire parameterization to project future climate-driven and human-caused fire emissions. From these simulations, we determine the current and future impact on PM2.5 concentrations and visibility for different regions of the US, and we also calculate the mortality attributable to PM2.5 and wildfire-specific PM2.5 using existing concentration-response functions. Results show that although total PM2.5 concentrations in the US are projected to be similar in 2100 as in 2000, the dominant source of PM2.5 will change. Under the RCP8.5 climate projection and SSP3 population projection, non-fire emissions (mostly anthropogenic) are projected to decrease, but PM2.5 from CONUS and non-US wildfires is projected to increase from approximately 20% of all PM2.5 in 2000 to 80% of all PM2.5 in 2100. Furthermore, although the US population is expected to decline between 2000 and 2100, the mortality attributable to wildfire smoke is expected to increase from 25,000 deaths per year in 2000 to 75,000 deaths per year in 2100.

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.

Indoor PM1, PM2.5, PM10 and outdoor PM2.5 concentrations in primary schools in Sari, Iran.

Science.gov (United States)

Mohammadyan, Mahmoud; Shabankhani, Bijan

2013-09-01

This study was carried out to determine the distribution of particles in classrooms in primary schools located in the centre of the city of Sari, Iran and identify the relationship between indoor classroom particle levels and outdoor PM2.5 concentrations. Outdoor PM2.5 and indoor PM1, PM2.5, and PM10 were monitored using a real-time Micro Dust Pro monitor and a GRIMM monitor, respectively. Both monitors were calibrated by gravimetric method using filters. The Kolmogorov-Smirnov test showed that all indoor and outdoor data fitted normal distribution. Mean indoor PM1, PM2.5, PM10 and outdoor PM2.5 concentrations for all of the classrooms were 17.6 μg m(-3), 46.6 μg m(-3), 400.9 μg m(-3), and 36.9 μg m(-3), respectively. The highest levels of indoor and outdoor PM2.5 concentrations were measured at the Shahed Boys School (69.1 μg m(-3) and 115.8 μg m(-3), respectively). The Kazemi school had the lowest levels of indoor and outdoor PM2.5 (29.1 μg m(-3) and 15.5 μg m(-3), respectively). In schools located near both main and small roads, the association between indoor fine particle (PM2.5 and PM1) and outdoor PM2.5 levels was stronger than that between indoor PM10 and outdoor PM2.5 levels. Mean indoor PM2.5 and PM10 and outdoor PM2.5 were higher than the standards for PM2.5 and PM10, and there was a good correlation between indoor and outdoor fine particle concentrations.

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 ...

A study on effectiveness of project management of software development in IT vendors for financial institutions of Japan : Influence investigation in PM action

OpenAIRE

WATANABE, Eiichi; WATANABE, Tsunemi

2012-01-01

Concerning the information-system development for financial institutions, the mass media often focuses on the effectiveness and efficiency of project management of the large-scale development projects which have big social impacts. In practice, however, there are more small-scale development projects and so called enhance projects. The enhance project refers to a project of adding a function to the original product and system and/or improving its performance. The enhance project needs differe...

Project Portfolio Management Applications Testing

OpenAIRE

Paul POCATILU

2006-01-01

Many IT companies are running project simultaneously. In order to achieve the best results, they have to group to the project in portfolios, and to use specific software that helps to manage them. Project portfolio management applications have a high degree of complexity and they are very important for the companies that are using it. This paper focuses on some characteristics of the testing process for project portfolio management applications

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

Directory of Open Access Journals (Sweden)

Wanjiru Gachie

2017-11-01

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

Culture and conflict management style of international project managers

OpenAIRE

Mohammed, U. K.; Prabhakar, G. P.; White, G.

2008-01-01

The management of culture has become increasingly important to many organisations and business disciplines, particularly multicultural and international project management. Cultural differences often result in varying degrees of conflict and require careful consideration. This study surveys 116 Project Managers using the Thomas-Kilmann Conflict Mode Instrument to determine their approach toward managing conflict. Indian, French and UK Project Managers’ conflict management style are correlated...

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.

Characterization of Fine Particulate Matter (PM) and Secondary PM Precursor Gases in the Mexico City Metropolitan Area

Science.gov (United States)

Molina, Luisa T.; Volkamer, Rainer; de Foy, Benjamin; Lei, Wenfang; Zavala, Miguel; Velasco, Erik; Molina; Mario J.

2008-10-31

This project was one of three collaborating grants funded by DOE/ASP to characterize the fine particulate matter (PM) and secondary PM precursors in the Mexico City Metropolitan Area (MCMA) during the MILAGRO Campaign. The overall effort of MCMA-2006, one of the four components, focused on i) examination of the primary emissions of fine particles and precursor gases leading to photochemical production of atmospheric oxidants and secondary aerosol particles; ii) measurement and analysis of secondary oxidants and secondary fine PM production, with particular emphasis on secondary organic aerosol (SOA), and iii) evaluation of the photochemical and meteorological processes characteristic of the Mexico City Basin. The collaborative teams pursued the goals through three main tasks: i) analyses of fine PM and secondary PM precursor gaseous species data taken during the MCMA-2002/2003 campaigns and preparation of publications; ii) planning of the MILAGRO Campaign and deployment of the instrument around the MCMA; and iii) analysis of MCMA-2006 data and publication preparation.

UVSiPM: A light detector instrument based on a SiPM sensor working in single photon counting

Energy Technology Data Exchange (ETDEWEB)

Sottile, G.; Russo, F.; Agnetta, G. [Istituto di Astrofisica Spaziale e Fisica Cosmica di Palermo, IASF-Pa/INAF, Palermo (Italy); Belluso, M.; Billotta, S. [Osservatorio Astrofisico di Catania, OACT/INAF, Catania (Italy); Biondo, B. [Istituto di Astrofisica Spaziale e Fisica Cosmica di Palermo, IASF-Pa/INAF, Palermo (Italy); Bonanno, G. [Osservatorio Astrofisico di Catania, OACT/INAF, Catania (Italy); Catalano, O.; Giarrusso, S. [Istituto di Astrofisica Spaziale e Fisica Cosmica di Palermo, IASF-Pa/INAF, Palermo (Italy); Grillo, A. [Osservatorio Astrofisico di Catania, OACT/INAF, Catania (Italy); Impiombato, D.; La Rosa, G.; Maccarone, M.C.; Mangano, A. [Istituto di Astrofisica Spaziale e Fisica Cosmica di Palermo, IASF-Pa/INAF, Palermo (Italy); Marano, D. [Osservatorio Astrofisico di Catania, OACT/INAF, Catania (Italy); Mineo, T.; Segreto, A.; Strazzeri, E. [Istituto di Astrofisica Spaziale e Fisica Cosmica di Palermo, IASF-Pa/INAF, Palermo (Italy); Timpanaro, M.C. [Osservatorio Astrofisico di Catania, OACT/INAF, Catania (Italy)

2013-06-15

UVSiPM is a light detector designed to measure the intensity of electromagnetic radiation in the 320–900 nm wavelength range. It has been developed in the framework of the ASTRI project whose main goal is the design and construction of an end-to-end Small Size class Telescope prototype for the Cherenkov Telescope Array. The UVSiPM instrument is composed by a multipixel Silicon Photo-Multiplier detector unit coupled to an electronic chain working in single photon counting mode with 10 nanosecond double pulse resolution, and by a disk emulator interface card for computer connection. The detector unit of UVSiPM is of the same kind as the ones forming the camera at the focal plane of the ASTRI prototype. Eventually, the UVSiPM instrument can be equipped with a collimator to regulate its angular aperture. UVSiPM, with its peculiar characteristics, will permit to perform several measurements both in lab and on field, allowing the absolute calibration of the ASTRI prototype.

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...

Project management and performance management: potential transdisciplinary contributions

Directory of Open Access Journals (Sweden)

Gerrit van der Waldt

2012-12-01

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

75 FR 29537 - Draft Transportation Conformity Guidance for Quantitative Hot-spot Analyses in PM2.5

Science.gov (United States)

2010-05-26

... Quantitative Hot- spot Analyses in PM 2.5 and PM 10 Nonattainment and Maintenance Areas AGENCY: Environmental... finalized, this guidance would help state and local agencies complete quantitative PM 2.5 and PM 10 hot-spot... projects. A hot-spot analysis includes an estimation of project-level emissions, air quality modeling, and...

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…

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

Project Management Plan Solution Stabilization

International Nuclear Information System (INIS)

SATO, P.K.

1999-01-01

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

Project Management Plan Solution Stabilization

Energy Technology Data Exchange (ETDEWEB)

SATO, P.K.

1999-08-31

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

SAT project introduction: management issues

International Nuclear Information System (INIS)

Kazennov, A.Yu.

1998-01-01

Management issues of introducing SAT Project include main objectives and expectations; SAT goal and management; major phases of SAT implementation; project quality assurance; SAT based training system and procedures; role of the project team qualifications

20 CFR 411.230 - What is a PM?

Science.gov (United States)

2010-04-01

... is a PM? A program manager (PM) is an organization in the private or public sector that has entered into a contract to assist us in administering the Ticket to Work program. We will use a competitive...

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...

Relationships of relative humidity with PM2.5 and PM10 in the Yangtze River Delta, China.

Science.gov (United States)

Lou, Cairong; Liu, Hongyu; Li, Yufeng; Peng, Yan; Wang, Juan; Dai, Lingjun

2017-10-23

Severe particulate matter (PM, including PM 2.5 and PM 10 ) pollution frequently impacts many cities in the Yangtze River Delta (YRD) in China, which has aroused growing concern. In this study, we examined the associations between relative humidity (RH) and PM pollution using the equal step-size statistical method. Our results revealed that RH had an inverted U-shaped relationship with PM 2.5 concentrations (peaking at RH = 45-70%), and an inverted V-shaped relationship (peaking at RH = 40 ± 5%) with PM 10 , SO 2 , and NO 2 . The trends of polluted-day number significantly changed at RH = 70%. The very-dry (RH humidity (RH = 60-70%) conditions positively affected PM 2.5 and exerted an accumulation effect, while the mid-humidity (RH = 70-80%), high-humidity (RH = 80-90%), and extreme-humidity (RH = 90-100%) conditions played a significant role in reducing particle concentrations. For PM 10 , the accumulation and reduction effects of RH were split at RH = 45%. Moreover, an upward slope in the PM 2.5 /PM 10 ratio indicated that the accumulation effects from increasing RH were more intense on PM 2.5 than on PM 10 , while the opposite was noticed for the reduction effects. Secondary transformations from SO 2 and NO 2 to sulfate and nitrate were mainly responsible for PM 2.5 pollution, and thus, controlling these precursors is effective in mitigating the PM pollution in the YRD, especially during winter. The conclusions in this study will be helpful for regional air-quality management.

PROJECT MANAGEMENT CONSIDERED IN A 2014 PERSPECTIVE

Directory of Open Access Journals (Sweden)

GRAPĂ ADELINA-ROXANA

2014-05-01

Full Text Available Project Management has come of age, yet multiple surveys and reports confirm the fact that the majority of projects are challenged. Given the more demanding and strict financial constraints associated with the current fiscal climate, project management is regarded as a tool that can deliver more with less. The literature on Project Management shows that, in spite of advancement in Project Management processes, tools and systems, project success has not significantly improved. This problem raises questions about the value and effectiveness of Project Management and Project Management systems. Programs and projects are considered as strategic assets for the majority of businesses, therefore, the trend of these organizations is to embrace a management by projects culture. The main objective of Project Management nowadays is to ensure programs and projects aligned to a certain strategy and also to provide for every member of an organization the ability to take proactive actions creating additional benefits.

SharePoint 2010 for Project Management

CERN Document Server

Sy, Dux

2012-01-01

If you were to analyze your team's performance on a typical project, you'd be surprised how much time is wasted on non-productive tasks. This hands-on guide shows you how to work more efficiently by organizing and managing projects with SharePoint 2010. You'll learn how to build a Project Management Information System (PMIS), customized to your project, that can effectively coordinate communication and collaboration among team members. Written by a certified Project Management Professional (PMP) and Microsoft SharePoint MVP with 15 years of IT project management experience, each chapter incl

Agile Project Management for e-Learning Developments

Science.gov (United States)

Doherty, Iain

2010-01-01

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

The project manager's desk reference: project planning, schedulding, evaluation, control, systems

National Research Council Canada - National Science Library

Lewis, James P

2007-01-01

In this Third Edition of The Project Manager's Desk Reference, top project management consultant James Lewis arms you with today's most comprehensive and understandable project management resources...

Project and Sports Events Management

OpenAIRE

Sebastian Madalin MUNTEANU

2011-01-01

This paper tries to capture the importance it holds the project management in socio-cultural sector which stands out when we refer to the sport. So when we talk about project management in sport, to consider a much larger vision, a new project management perspective, they involve a responsibility for the implementation of an event with global impact on very long term. Sports projects, as history shows us, played a significant role in developing societies. Also, all major sports industry proje...

Scenario Study on PM emission Reduction in Cement Industry

Science.gov (United States)

Tang, Qian; Chen, Xiaojun; Xia, Xin; Wang, Lijuan; Wang, Huili; Jin, Ling; Yan, Zhen

2018-01-01

Cement industry is one of the high pollution industries in China. Evaluation of the primary particulate matter (PM) emission status and the reduction potential is not only important for our understanding of the effectiveness of current pollution control measures but also vital for future policy design. In this study, PM emitted from cement producing process in 2014 was calculated using an emission factor method. Three PM emission control scenarios were set up considering source control, process management and end-of-pipe treatment, and the PM emission reduction by 2020 under the three scenarios was predicted, respectively. In 2014, the primary PM emission from cement industry was 1.95 million tons. By 2020, the productions of cement and clinker were expected to increase by 12% and 7%, respectively, and the PM emission would increase by about 10%. By implementation of GB4915-2013 and comprehensive control of fugitive PM emission, the PM emission would probably be reduced by 34%. Another 7% decrease would be expected from source control. The second scenario can be considered as an assessment of the effectiveness of the revised emission standard, and this research can be used as a technical support to the environmental management authorities to make relevant policies.

Relationship between time management in construction industry and project management performance

Science.gov (United States)

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

2016-08-01

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

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.

Competency model for the project managers of technical projects

Science.gov (United States)

Duncan, William R.

1992-05-01

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

Measurement of the charge asymmetry in $B^{\\pm}\\rightarrow \\phi K^{\\pm}$ and search for $B^{\\pm}\\rightarrow \\phi \\pi^{\\pm}$ decays

CERN Document Server

Aaij, R; Adinolfi, M; Adrover, C; Affolder, A; Ajaltouni, Z; Albrecht, J; Alessio, F; Alexander, M; Ali, S; Alkhazov, G; Alvarez Cartelle, P; Alves Jr, A A; Amato, S; Amerio, S; Amhis, Y; Anderlini, L; Anderson, J; Andreassen, R; Andrews, J E; Appleby, R B; Aquines Gutierrez, O; Archilli, F; Artamonov, A; Artuso, M; Aslanides, E; Auriemma, G; Baalouch, M; Bachmann, S; Back, J J; Badalov, A; Baesso, C; Balagura, V; Baldini, W; Barlow, R J; Barschel, C; Barsuk, S; Barter, W; Bauer, Th; Bay, A; Beddow, J; Bedeschi, F; Bediaga, I; Belogurov, S; Belous, K; Belyaev, I; Ben-Haim, E; Bencivenni, G; Benson, S; Benton, J; Berezhnoy, A; Bernet, R; Bettler, M -O; van Beuzekom, M; Bien, A; Bifani, S; Bird, T; Bizzeti, A; Bjørnstad, P M; Blake, T; Blanc, F; Blouw, J; Blusk, S; Bocci, V; Bondar, A; Bondar, N; Bonivento, W; Borghi, S; Borgia, A; Bowcock, T J V; Bowen, E; Bozzi, C; Brambach, T; van den Brand, J; Bressieux, J; Brett, D; Britsch, M; Britton, T; Brook, N H; Brown, H; Bursche, A; Busetto, G; Buytaert, J; Cadeddu, S; Callot, O; Calvi, M; Calvo Gomez, M; Camboni, A; Campana, P; Campora Perez, D; Carbone, A; Carboni, G; Cardinale, R; Cardini, A; Carranza-Mejia, H; Carson, L; Carvalho Akiba, K; Casse, G; Castillo Garcia, L; Cattaneo, M; Cauet, Ch; Cenci, R; Charles, M; Charpentier, Ph; Chen, P; Cheung, S -F; Chiapolini, N; Chrzaszcz, M; Ciba, K; Cid Vidal, X; Ciezarek, G; Clarke, P E L; Clemencic, M; Cliff, H V; Closier, J; Coca, C; Coco, V; Cogan, J; Cogneras, E; Collins, P; Comerma-Montells, A; Contu, A; Cook, A; Coombes, M; Coquereau, S; Corti, G; Couturier, B; Cowan, G A; Craik, D C; Cruz Torres, M; Cunliffe, S; Currie, R; D'Ambrosio, C; David, P; David, P N Y; Davis, A; De Bonis, I; De Bruyn, K; De Capua, S; De Cian, M; De Miranda, J M; De Paula, L; De Silva, W; De Simone, P; Decamp, D; Deckenhoff, M; Del Buono, L; Déléage, N; Derkach, D; Deschamps, O; Dettori, F; Di Canto, A; Dijkstra, H; Dogaru, M; Donleavy, S; Dordei, F; Dosil Suárez, A; Dossett, D; Dovbnya, A; Dupertuis, F; Durante, P; Dzhelyadin, R; Dziurda, A; Dzyuba, A; Easo, S; Egede, U; Egorychev, V; Eidelman, S; van Eijk, D; Eisenhardt, S; Eitschberger, U; Ekelhof, R; Eklund, L; El Rifai, I; Elsasser, Ch; Falabella, A; Färber, C; Farinelli, C; Farry, S; Ferguson, D; Fernandez Albor, V; Ferreira Rodrigues, F; Ferro-Luzzi, M; Filippov, S; Fiore, M; Fitzpatrick, C; Fontana, M; Fontanelli, F; Forty, R; Francisco, O; Frank, M; Frei, C; Frosini, M; Furfaro, E; Gallas Torreira, A; Galli, D; Gandelman, M; Gandini, P; Gao, Y; Garofoli, J; Garosi, P; Garra Tico, J; Garrido, L; Gaspar, C; Gauld, R; Gersabeck, E; Gersabeck, M; Gershon, T; Ghez, Ph; Gibson, V; Giubega, L; Gligorov, V V; Göbel, C; Golubkov, D; Golutvin, A; Gomes, A; Gorbounov, P; Gordon, H; Grabalosa Gándara, M; Graciani Diaz, R; Granado Cardoso, L A; Graugés, E; Graziani, G; Grecu, A; Greening, E; Gregson, S; Griffith, P; Grünberg, O; Gui, B; Gushchin, E; Guz, Yu; Gys, T; Hadjivasiliou, C; Haefeli, G; Haen, C; Haines, S C; Hall, S; Hamilton, B; Hampson, T; Hansmann-Menzemer, S; Harnew, N; Harnew, S T; Harrison, J; Hartmann, T; He, J; Head, T; Heijne, V; Hennessy, K; Henrard, P; Hernando Morata, J A; van Herwijnen, E; Heß, M; Hicheur, A; Hicks, E; Hill, D; Hoballah, M; Hombach, C; Hulsbergen, W; Hunt, P; Huse, T; Hussain, N; Hutchcroft, D; Hynds, D; Iakovenko, V; Idzik, M; Ilten, P; Jacobsson, R; Jaeger, A; Jans, E; Jaton, P; Jawahery, A; Jing, F; John, M; Johnson, D; Jones, C R; Joram, C; Jost, B; Kaballo, M; Kandybei, S; Kanso, W; Karacson, M; Karbach, T M; Kenyon, I R; Ketel, T; Khanji, B; Kochebina, O; Komarov, I; Koopman, R F; Koppenburg, P; Korolev, M; Kozlinskiy, A; Kravchuk, L; Kreplin, K; Kreps, M; Krocker, G; Krokovny, P; Kruse, F; Kucharczyk, M; Kudryavtsev, V; Kurek, K; Kvaratskheliya, T; La Thi, V N; Lacarrere, D; Lafferty, G; Lai, A; Lambert, D; Lambert, R W; Lanciotti, E; Lanfranchi, G; Langenbruch, C; Latham, T; Lazzeroni, C; Le Gac, R; van Leerdam, J; Lees, J -P; Lefèvre, R; Leflat, A; Lefrançois, J; Leo, S; Leroy, O; Lesiak, T; Leverington, B; Li, Y; Li Gioi, L; Liles, M; Lindner, R; Linn, C; Liu, B; Liu, G; Lohn, S; Longstaff, I; Lopes, J H; Lopez-March, N; Lu, H; Lucchesi, D; Luisier, J; Luo, H; Lupton, O; Machefert, F; Machikhiliyan, I V; Maciuc, F; Maev, O; Malde, S; Manca, G; Mancinelli, G; Maratas, J; Marconi, U; Marino, P; Märki, R; Marks, J; Martellotti, G; Martens, A; Martín Sánchez, A; Martinelli, M; Martinez Santos, D; Martins Tostes, D; Martynov, A; Massafferri, A; Matev, R; Mathe, Z; Matteuzzi, C; Maurice, E; Mazurov, A; McCarthy, J; McNab, A; McNulty, R; McSkelly, B; Meadows, B; Meier, F; Meissner, M; Merk, M; Milanes, D A; Minard, M -N; Molina Rodriguez, J; Monteil, S; Moran, D; Morawski, P; Mordà, A; Morello, M J; Mountain, R; Mous, I; Muheim, F; Müller, K; Muresan, R; Muryn, B; Muster, B; Naik, P; Nakada, T; Nandakumar, R; Nasteva, I; Needham, M; Neubert, S; Neufeld, N; Nguyen, A D; Nguyen, T D; Nguyen-Mau, C; Nicol, M; Niess, V; Niet, R; Nikitin, N; Nikodem, T; Nomerotski, A; Novoselov, A; Oblakowska-Mucha, A; Obraztsov, V; Oggero, S; Ogilvy, S; Okhrimenko, O; Oldeman, R; Orlandea, M; Otalora Goicochea, J M; Owen, P; Oyanguren, A; Pal, B K; Palano, A; Palutan, M; Panman, J; Papanestis, A; Pappagallo, M; Parkes, C; Parkinson, C J; Passaleva, G; Patel, G D; Patel, M; Patrick, G N; Patrignani, C; Pavel-Nicorescu, C; Pazos Alvarez, A; Pearce, A; Pellegrino, A; Penso, G; Pepe Altarelli, M; Perazzini, S; Perez Trigo, E; Pérez-Calero Yzquierdo, A; Perret, P; Perrin-Terrin, M; Pescatore, L; Pesen, E; Pessina, G; Petridis, K; Petrolini, A; Phan, A; Picatoste Olloqui, E; Pietrzyk, B; Pilař, T; Pinci, D; Playfer, S; Plo Casasus, M; Polci, F; Polok, G; Poluektov, A; Polycarpo, E; Popov, A; Popov, D; Popovici, B; Potterat, C; Powell, A; Prisciandaro, J; Pritchard, A; Prouve, C; Pugatch, V; Puig Navarro, A; Punzi, G; Qian, W; Rachwal, B; Rademacker, J H; Rakotomiaramanana, B; Rangel, M S; Raniuk, I; Rauschmayr, N; Raven, G; Redford, S; Reichert, S; Reid, M M; dos Reis, A C; Ricciardi, S; Richards, A; Rinnert, K; Rives Molina, V; Roa Romero, D A; Robbe, P; Roberts, D A; Rodrigues, A B; Rodrigues, E; Rodriguez Perez, P; Roiser, S; Romanovsky, V; Romero Vidal, A; Rouvinet, J; Ruf, T; Ruffini, F; Ruiz, H; Ruiz Valls, P; Sabatino, G; Saborido Silva, J J; Sagidova, N; Sail, P; Saitta, B; Salustino Guimaraes, V; Sanmartin Sedes, B; Santacesaria, R; Santamarina Rios, C; Santovetti, E; Sapunov, M; Sarti, A; Satriano, C; Satta, A; Savrie, M; Savrina, D; Schiller, M; Schindler, H; Schlupp, M; Schmelling, M; Schmidt, B; Schneider, O; Schopper, A; Schune, M -H; Schwemmer, R; Sciascia, B; Sciubba, A; Seco, M; Semennikov, A; Senderowska, K; Sepp, I; Serra, N; Serrano, J; Seyfert, P; Shapkin, M; Shapoval, I; Shcheglov, Y; Shears, T; Shekhtman, L; Shevchenko, O; Shevchenko, V; Shires, A; Silva Coutinho, R; Sirendi, M; Skidmore, N; Skwarnicki, T; Smith, N A; Smith, E; Smith, E; Smith, J; Smith, M; Sokoloff, M D; Soler, F J P; Soomro, F; Souza, D; Souza De Paula, B; Spaan, B; Sparkes, A; Spradlin, P; Stagni, F; Stahl, S; Steinkamp, O; Stevenson, S; Stoica, S; Stone, S; Storaci, B; Straticiuc, M; Straumann, U; Subbiah, V K; Sun, L; Sutcliffe, W; Swientek, S; Syropoulos, V; Szczekowski, M; Szczypka, P; Szilard, D; Szumlak, T; T'Jampens, S; Teklishyn, M; Teodorescu, E; Teubert, F; Thomas, C; Thomas, E; van Tilburg, J; Tisserand, V; Tobin, M; Tolk, S; Tonelli, D; Topp-Joergensen, S; Torr, N; Tournefier, E; Tourneur, S; Tran, M T; Tresch, M; Tsaregorodtsev, A; Tsopelas, P; Tuning, N; Ubeda Garcia, M; Ukleja, A; Ustyuzhanin, A; Uwer, U; Vagnoni, V; Valenti, G; Vallier, A; Vazquez Gomez, R; Vazquez Regueiro, P; Vázquez Sierra, C; Vecchi, S; Velthuis, J J; Veltri, M; Veneziano, G; Vesterinen, M; Viaud, B; Vieira, D; Vilasis-Cardona, X; Vollhardt, A; Volyanskyy, D; Voong, D; Vorobyev, A; Vorobyev, V; Voß, C; Voss, H; Waldi, R; Wallace, C; Wallace, R; Wandernoth, S; Wang, J; Ward, D R; Watson, N K; Webber, A D; Websdale, D; Whitehead, M; Wicht, J; Wiechczynski, J; Wiedner, D; Wiggers, L; Wilkinson, G; Williams, M P; Williams, M; Wilson, F F; Wimberley, J; Wishahi, J; Wislicki, W; Witek, M; Wormser, G; Wotton, S A; Wright, S; Wu, S; Wyllie, K; Xie, Y; Xing, Z; Yang, Z; Yuan, X; Yushchenko, O; Zangoli, M; Zavertyaev, M; Zhang, F; Zhang, L; Zhang, W C; Zhang, Y; Zhelezov, A; Zhokhov, A; Zhong, L; Zvyagin, A

2014-01-01

The CP-violating charge asymmetry in $B^{\\pm}\\rightarrow \\phi K^{\\pm}$ decays is measured in a sample of $pp$ collisions at 7 TeV centre-of-mass energy, corresponding to an integrated luminosity of 1.0 fb$^{-1}$ collected by the LHCb experiment. The result is $\\mathcal{A}_{CP}(B^{\\pm}\\rightarrow \\phi K^{\\pm}) = \\rm 0.022\\pm 0.021 \\pm 0.009$, where the first uncertainty is statistical and the second systematic. In addition, a search for the $B^{\\pm}\\rightarrow \\phi \\pi^{\\pm}$ decay mode is performed, using the $B^{\\pm}\\rightarrow \\phi K^{\\pm}$ decay rate for normalization. An upper limit on the branching fraction $\\mathcal{B}(B^{\\pm}\\rightarrow \\phi \\pi^{\\pm})< 1.5\\times 10^{-7}$ is set at 90% confidence level.

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.

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)

Search for $CP$ violation in $D^{\\pm}\\rightarrow K^0_S K^{\\pm}$ and $D^{\\pm}_{s}\\rightarrow K^0_S \\pi^{\\pm}$ decays

CERN Document Server

Aaij, R.; Adinolfi, M.; Affolder, A.; Ajaltouni, Z.; Akar, S.; Albrecht, J.; Alessio, F.; Alexander, M.; Ali, S.; Alkhazov, G.; Alvarez Cartelle, P.; Alves Jr, A.A.; Amato, S.; Amerio, S.; Amhis, Y.; An, L.; Anderlini, L.; Anderson, J.; Andreassen, R.; Andreotti, M.; Andrews, J.E.; Appleby, R.B.; Aquines Gutierrez, O.; Archilli, F.; Artamonov, A.; Artuso, M.; Aslanides, E.; Auriemma, G.; Baalouch, M.; Bachmann, S.; Back, J.J.; Badalov, A.; Balagura, V.; Baldini, W.; Barlow, R.J.; Barschel, C.; Barsuk, S.; Barter, W.; Batozskaya, V.; Battista, V.; Bay, A.; Beaucourt, L.; Beddow, J.; Bedeschi, F.; Bediaga, I.; Belogurov, S.; Belous, K.; Belyaev, I.; Ben-Haim, E.; Bencivenni, G.; Benson, S.; Benton, J.; Berezhnoy, A.; Bernet, R.; Bettler, M.O.; van Beuzekom, M.; Bien, A.; Bifani, S.; Bird, T.; Bizzeti, A.; Bjornstad, P.M.; Blake, T.; Blanc, F.; Blouw, J.; Blusk, S.; Bocci, V.; Bondar, A.; Bondar, N.; Bonivento, W.; Borghi, S.; Borgia, A.; Borsato, M.; Bowcock, T.J.V.; Bowen, E.; Bozzi, C.; Brambach, T.; van den Brand, J.; Bressieux, J.; Brett, D.; Britsch, M.; Britton, T.; Brodzicka, J.; Brook, N.H.; Brown, H.; Bursche, A.; Busetto, G.; Buytaert, J.; Cadeddu, S.; Calabrese, R.; Calvi, M.; Calvo Gomez, M.; Camboni, A.; Campana, P.; Campora Perez, D.; Carbone, A.; Carboni, G.; Cardinale, R.; Cardini, A.; Carranza-Mejia, H.; Carson, L.; Carvalho Akiba, K.; Casse, G.; Cassina, L.; Garcia, L.Castillo; Cattaneo, M.; Cauet, Ch.; Cenci, R.; Charles, M.; Charpentier, Ph.; Chen, S.; Cheung, S.F.; Chiapolini, N.; Chrzaszcz, M.; Ciba, K.; Cid Vidal, X.; Ciezarek, G.; Clarke, P.E.L.; Clemencic, M.; Cliff, H.V.; Closier, J.; Coco, V.; Cogan, J.; Cogneras, E.; Collins, P.; Comerma-Montells, A.; Contu, A.; Cook, A.; Coombes, M.; Coquereau, S.; Corti, G.; Corvo, M.; Counts, I.; Couturier, B.; Cowan, G.A.; Craik, D.C.; Cruz Torres, M.; Cunliffe, S.; Currie, R.; D'Ambrosio, C.; Dalseno, J.; David, P.; David, P.N.Y.; Davis, A.; De Bruyn, K.; De Capua, S.; De Cian, M.; de Miranda, J.M.; De Paula, L.; De Silva, W.; De Simone, P.; Decamp, D.; Deckenhoff, M.; Del Buono, L.; Deleage, N.; Derkach, D.; Deschamps, O.; Dettori, F.; Di Canto, A.; Dijkstra, H.; Donleavy, S.; Dordei, F.; Dorigo, M.; Dosil Suarez, A.; Dossett, D.; Dovbnya, A.; Dreimanis, K.; Dujany, G.; Dupertuis, F.; Durante, P.; Dzhelyadin, R.; Dziurda, A.; Dzyuba, A.; Easo, S.; Egede, U.; Egorychev, V.; Eidelman, S.; Eisenhardt, S.; Eitschberger, U.; Ekelhof, R.; Eklund, L.; El Rifai, I.; Elsasser, Ch.; Ely, S.; Esen, S.; Evans, T.; Falabella, A.; Farber, C.; Farinelli, C.; Farley, N.; Farry, S.; Fay, RF.; Ferguson, D.; Fernandez Albor, V.; Ferreira Rodrigues, F.; Ferro-Luzzi, M.; Filippov, S.; Fiore, M.; Fiorini, M.; Firlej, M.; Fitzpatrick, C.; Fiutowski, T.; Fontana, M.; Fontanelli, F.; Forty, R.; Francisco, O.; Frank, M.; Frei, C.; Frosini, M.; Fu, J.; Furfaro, E.; Gallas Torreira, A.; Galli, D.; Gallorini, S.; Gambetta, S.; Gandelman, M.; Gandini, P.; Gao, Y.; Garofoli, J.; Garra Tico, J.; Garrido, L.; Gaspar, C.; Gauld, R.; Gavardi, L.; Gavrilov, G.; Gersabeck, E.; Gersabeck, M.; Gershon, T.; Ghez, Ph.; Gianelle, A.; Giani', S.; Gibson, V.; Giubega, L.; Gligorov, V.V.; Gobel, C.; Golubkov, D.; Golutvin, A.; Gomes, A.; Gordon, H.; Gotti, C.; Grabalosa Gandara, M.; Graciani Diaz, R.; Granado Cardoso, L.A.; Grauges, E.; Graziani, G.; Grecu, A.; Greening, E.; Gregson, S.; Griffith, P.; Grillo, L.; Grunberg, O.; Gui, B.; Gushchin, E.; Guz, Yu.; Gys, T.; Hadjivasiliou, C.; Haefeli, G.; Haen, C.; Haines, S.C.; Hall, S.; Hamilton, B.; Hampson, T.; Han, X.; Hansmann-Menzemer, S.; Harnew, N.; Harnew, S.T.; Harrison, J.; Hartmann, T.; He, J.; Head, T.; Heijne, V.; Hennessy, K.; Henrard, P.; Henry, L.; Hernando Morata, J.A.; van Herwijnen, E.; Hess, M.; Hicheur, A.; Hill, D.; Hoballah, M.; Hombach, C.; Hulsbergen, W.; Hunt, P.; Hussain, N.; Hutchcroft, D.; Hynds, D.; Idzik, M.; Ilten, P.; Jacobsson, R.; Jaeger, A.; Jalocha, J.; Jans, E.; Jaton, P.; Jawahery, A.; Jing, F.; John, M.; Johnson, D.; Jones, C.R.; Joram, C.; Jost, B.; Jurik, N.; Kaballo, M.; Kandybei, S.; Kanso, W.; Karacson, M.; Karbach, T.M.; Karodia, S.; Kelsey, M.; Kenyon, I.R.; Ketel, T.; Khanji, B.; Khurewathanakul, C.; Klaver, S.; Kochebina, O.; Kolpin, M.; Komarov, I.; Koopman, R.F.; Koppenburg, P.; Korolev, M.; Kozlinskiy, A.; Kravchuk, L.; Kreplin, K.; Kreps, M.; Krocker, G.; Krokovny, P.; Kruse, F.; Kucewicz, W.; Kucharczyk, M.; Kudryavtsev, V.; Kurek, K.; Kvaratskheliya, T.; La Thi, V.N.; Lacarrere, D.; Lafferty, G.; Lai, A.; Lambert, D.; Lambert, R.W.; Lanciotti, E.; Lanfranchi, G.; Langenbruch, C.; Langhans, B.; Latham, T.; Lazzeroni, C.; Le Gac, R.; van Leerdam, J.; Lees, J.P.; Lefevre, R.; Leflat, A.; Lefrancois, J.; Leo, S.; Leroy, O.; Lesiak, T.; Leverington, B.; Li, Y.; Liles, M.; Lindner, R.; Linn, C.; Lionetto, F.; Liu, B.; Liu, G.; Lohn, S.; Longstaff, I.; Lopes, J.H.; Lopez-March, N.; Lowdon, P.; Lu, H.; Lucchesi, D.; Luo, H.; Lupato, A.; Luppi, E.; Lupton, O.; Machefert, F.; Machikhiliyan, I.V.; Maciuc, F.; Maev, O.; Malde, S.; Manca, G.; Mancinelli, G.; Maratas, J.; Marchand, J.F.; Marconi, U.; Benito, C.Marin; Marino, P.; Marki, R.; Marks, J.; Martellotti, G.; Martens, A.; Martin Sanchez, A.; Martinelli, M.; Martinez Santos, D.; Martinez Vidal, F.; Martins Tostes, D.; Massafferri, A.; Matev, R.; Mathe, Z.; Matteuzzi, C.; Mazurov, A.; McCann, M.; McCarthy, J.; McNab, A.; McNulty, R.; McSkelly, B.; Meadows, B.; Meier, F.; Meissner, M.; Merk, M.; Milanes, D.A.; Minard, M.N.; Moggi, N.; Molina Rodriguez, J.; Monteil, S.; Morandin, M.; Morawski, P.; Morda, A.; Morello, M.J.; Moron, J.; Morris, A.B.; Mountain, R.; Muheim, F.; Muller, K.; Muresan, R.; Mussini, M.; Muster, B.; Naik, P.; Nakada, T.; Nandakumar, R.; Nasteva, I.; Needham, M.; Neri, N.; Neubert, S.; Neufeld, N.; Neuner, M.; Nguyen, A.D.; Nguyen, T.D.; Nguyen-Mau, C.; Nicol, M.; Niess, V.; Niet, R.; Nikitin, N.; Nikodem, T.; Novoselov, A.; O'Hanlon, D.P.; Oblakowska-Mucha, A.; Obraztsov, V.; Oggero, S.; Ogilvy, S.; Okhrimenko, O.; Oldeman, R.; Onderwater, G.; Orlandea, M.; Otalora Goicochea, J.M.; Owen, P.; Oyanguren, A.; Pal, B.K.; Palano, A.; Palombo, F.; Palutan, M.; Panman, J.; Papanestis, A.; Pappagallo, M.; Parkes, C.; Parkinson, C.J.; Passaleva, G.; Patel, G.D.; Patel, M.; Patrignani, C.; Pazos Alvarez, A.; Pearce, A.; Pellegrino, A.; Pepe Altarelli, M.; Perazzini, S.; Perez Trigo, E.; Perret, P.; Perrin-Terrin, M.; Pescatore, L.; Pesen, E.; Petridis, K.; Petrolini, A.; Picatoste Olloqui, E.; Pietrzyk, B.; Pilar, T.; Pinci, D.; Pistone, A.; Playfer, S.; Plo Casasus, M.; Polci, F.; Poluektov, A.; Polycarpo, E.; Popov, A.; Popov, D.; Popovici, B.; Potterat, C.; Prisciandaro, J.; Pritchard, A.; Prouve, C.; Pugatch, V.; Puig Navarro, A.; Punzi, G.; Qian, W.; Rachwal, B.; Rademacker, J.H.; Rakotomiaramanana, B.; Rama, M.; Rangel, M.S.; Raniuk, I.; Rauschmayr, N.; Raven, G.; Reichert, S.; Reid, M.M.; dos Reis, A.C.; Ricciardi, S.; Richards, A.; Rihl, M.; Rinnert, K.; Rives Molina, V.; Roa Romero, D.A.; Robbe, P.; Rodrigues, A.B.; Rodrigues, E.; Rodriguez Perez, P.; Roiser, S.; Romanovsky, V.; Vidal, A.Romero; Rotondo, M.; Rouvinet, J.; Ruf, T.; Ruffini, F.; Ruiz, H.; Valls, P.Ruiz; Sabatino, G.; Saborido Silva, J.J.; Sagidova, N.; Sail, P.; Saitta, B.; Salustino Guimaraes, V.; Sanchez Mayordomo, C.; Sanmartin Sedes, B.; Santacesaria, R.; Santamarina Rios, C.; Santovetti, E.; Sapunov, M.; Sarti, A.; Satriano, C.; Satta, A.; Savrie, M.; Savrina, D.; Schiller, M.; Schindler, H.; Schlupp, M.; Schmelling, M.; Schmidt, B.; Schneider, O.; Schopper, A.; Schune, M.H.; Schwemmer, R.; Sciascia, B.; Sciubba, A.; Seco, M.; Semennikov, A.; Sepp, I.; Serra, N.; Serrano, J.; Sestini, L.; Seyfert, P.; Shapkin, M.; Shapoval, I.; Shcheglov, Y.; Shears, T.; Shekhtman, L.; Shevchenko, V.; Shires, A.; Coutinho, R.Silva; Simi, G.; Sirendi, M.; Skidmore, N.; Skwarnicki, T.; Smith, N.A.; Smith, E.; Smith, E.; Smith, J.; Smith, M.; Snoek, H.; Sokoloff, M.D.; Soler, F.J.P.; Soomro, F.; Souza, D.; Souza De Paula, B.; Spaan, B.; Sparkes, A.; Spradlin, P.; Stagni, F.; Stahl, M.; Stahl, S.; Steinkamp, O.; Stenyakin, O.; Stevenson, S.; Stoica, S.; Stone, S.; Storaci, B.; Stracka, S.; Straticiuc, M.; Straumann, U.; Stroili, R.; Subbiah, V.K.; Sun, L.; Sutcliffe, W.; Swientek, K.; Swientek, S.; Syropoulos, V.; Szczekowski, M.; Szczypka, P.; Szilard, D.; Szumlak, T.; T'Jampens, S.; Teklishyn, M.; Tellarini, G.; Teubert, F.; Thomas, C.; Thomas, E.; van Tilburg, J.; Tisserand, V.; Tobin, M.; Tolk, S.; Tomassetti, L.; Tonelli, D.; Topp-Joergensen, S.; Torr, N.; Tournefier, E.; Tourneur, S.; Tran, M.T.; Tresch, M.; Tsaregorodtsev, A.; Tsopelas, P.; Tuning, N.; Garcia, M.Ubeda; Ukleja, A.; Ustyuzhanin, A.; Uwer, U.; Vagnoni, V.; Valenti, G.; Vallier, A.; Vazquez Gomez, R.; Vazquez Regueiro, P.; Vazquez Sierra, C.; Vecchi, S.; Velthuis, J.J.; Veltri, M.; Veneziano, G.; Vesterinen, M.; Viaud, B.; Vieira, D.; Vieites Diaz, M.; Vilasis-Cardona, X.; Vollhardt, A.; Volyanskyy, D.; Voong, D.; Vorobyev, A.; Vorobyev, V.; Voss, C.; Voss, H.; de Vries, J.A.; Waldi, R.; Wallace, C.; Wallace, R.; Walsh, J.; Wandernoth, S.; Wang, J.; Ward, D.R.; Watson, N.K.; Websdale, D.; Whitehead, M.; Wicht, J.; Wiedner, D.; Wilkinson, G.; Williams, M.P.; Williams, M.; Wilson, F.F.; Wimberley, J.; Wishahi, J.; Wislicki, W.; Witek, M.; Wormser, G.; Wotton, S.A.; Wright, S.; Wu, S.; Wyllie, K.; Xie, Y.; Xing, Z.; Xu, Z.; Yang, Z.; Yuan, X.; Yushchenko, O.; Zangoli, M.; Zavertyaev, M.; Zhang, L.; Zhang, W.C.; Zhang, Y.; Zhelezov, A.; Zhokhov, A.; Zhong, L.; Zvyagin, A.

2014-10-03

A search for $CP$ violation in Cabibbo-suppressed $D^{\\pm}\\rightarrow K^0_S K^{\\pm}$ and $D^{\\pm}_{s}\\rightarrow K^0_S \\pi^{\\pm}$ decays is performed using $pp$ collision data, corresponding to an integrated luminosity of 3~fb$^{-1}$, recorded by the LHCb experiment. The individual $CP$-violating asymmetries are measured to be \\begin{eqnarray*} \\mathcal{A}_{CP}^{D^{\\pm}\\rightarrow K^0_S K^{\\pm}} & = & (+0.03 \\pm 0.17 \\pm 0.14) \\% \\\\ \\mathcal{A}_{CP}^{D^{\\pm}_s\\rightarrow K^0_S \\pi^{\\pm}} & = & (+0.38 \\pm 0.46 \\pm 0.17) \\%, \\end{eqnarray*} assuming that $CP$ violation in the Cabibbo-favoured decays is negligible. A combination of the measured asymmetries for the four decay modes $D^{\\pm}_{(s)}\\rightarrow K^0_S K^{\\pm}$ and $D^{\\pm}_{(s)}\\rightarrow K^0_S \\pi^{\\pm}$ gives the sum \\[ \\mathcal{A}_{CP}^{D^{\\pm}\\rightarrow K^0_S K^{\\pm}}+ \\mathcal{A}_{CP}^{D^{\\pm}_s\\rightarrow K^0_S \\pi^{\\pm}} = (+0.41 \\pm 0.49 \\pm 0.26) \\%. \\] In all cases, the first uncertainties are statistical and the second sys...

Source contributions to PM2.5 and PM10 at an urban background and a street location

Science.gov (United States)

Keuken, M. P.; Moerman, M.; Voogt, M.; Blom, M.; Weijers, E. P.; Röckmann, T.; Dusek, U.

2013-06-01

The contribution of regional, urban and traffic sources to PM2.5 and PM10 in an urban area was investigated in this study. The chemical composition of PM2.5 and PM10 was measured over a year at a street location and up- and down-wind of the city of Rotterdam, the Netherlands. The 14C content in EC and OC concentrations was also determined, to distinguish the contribution from "modern" carbon (e.g., biogenic emissions, biomass burning and wildfires) and fossil fuel combustion. It was concluded that the urban background of PM2.5 and PM10 is dominated by the regional background, and that primary and secondary PM emission by urban sources contribute less than 15%. The 14C analysis revealed that 70% of OC originates from modern carbon and 30% from fossil fuel combustion. The corresponding percentages for EC are, respectively 17% and 83%. It is concluded that in particular the urban population living in street canyons with intense road traffic has potential health risks. This is due to exposure to elevated concentrations of a factor two for EC from exhaust emissions in PM2.5 and a factor 2-3 for heavy metals from brake and tyre wear, and re-suspended road dust in PM10. It follows that local air quality management may focus on local measures to street canyons with intense road traffic.

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.

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.

Integrated Project Management System description

International Nuclear Information System (INIS)

1987-03-01

The Uranium Mill Tailings Remedial Action (UMTRA) Project is a Department of Energy (DOE) designated Major System Acquisition (MSA). To execute and manage the Project mission successfully and to comply with the MSA requirements, the UMTRA Project Office (''Project Office'') has implemented and operates an Integrated Project Management System (IPMS). The Project Office is assisted by the Technical Assistance Contractor's (TAC) Project Integration and Control (PIC) Group in system operation. Each participant, in turn, provides critical input to system operation and reporting requirements. The IPMS provides a uniform structured approach for integrating the work of Project participants. It serves as a tool for planning and control, workload management, performance measurement, and specialized reporting within a standardized format. This system description presents the guidance for its operation. Appendices 1 and 2 contain definitions of commonly used terms and abbreviations and acronyms, respectively. 17 figs., 5 tabs

Project 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,…

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.

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…

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...

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.

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)

Measurement of CP violation in the phase space of $B^{\\pm} \\rightarrow K^{+} K^{-} \\pi^{\\pm}$ and $B^{\\pm} \\rightarrow \\pi^{+} \\pi^{-} \\pi^{\\pm}$ decays

CERN Document Server

Aaij, Roel; Adinolfi, Marco; Adrover, Cosme; Affolder, Anthony; Ajaltouni, Ziad; Albrecht, Johannes; Alessio, Federico; Alexander, Michael; Ali, Suvayu; Alkhazov, Georgy; Alvarez Cartelle, Paula; Alves Jr, Antonio; Amato, Sandra; Amerio, Silvia; Amhis, Yasmine; Anderlini, Lucio; Anderson, Jonathan; Andreassen, Rolf; Andrews, Jason; Appleby, Robert; Aquines Gutierrez, Osvaldo; Archilli, Flavio; Artamonov, Alexander; Artuso, Marina; Aslanides, Elie; Auriemma, Giulio; Baalouch, Marouen; Bachmann, Sebastian; Back, John; Badalov, Alexey; Baesso, Clarissa; Balagura, Vladislav; Baldini, Wander; Barlow, Roger; Barschel, Colin; Barsuk, Sergey; Barter, William; Bauer, Thomas; Bay, Aurelio; Beddow, John; Bedeschi, Franco; Bediaga, Ignacio; Belogurov, Sergey; Belous, Konstantin; Belyaev, Ivan; Ben-Haim, Eli; Bencivenni, Giovanni; Benson, Sean; Benton, Jack; Berezhnoy, Alexander; Bernet, Roland; Bettler, Mar-Olivier; van Beuzekom, Martinus; Bien, Alexander; Bifani, Simone; Bird, Thomas; Bizzeti, Andrea; Bjørnstad, Pål Marius; Blake, Thomas; Blanc, Frédéric; Blouw, Johan; Blusk, Steven; Bocci, Valerio; Bondar, Alexander; Bondar, Nikolay; Bonivento, Walter; Borghi, Silvia; Borgia, Alessandra; Bowcock, Themistocles; Bowen, Espen Eie; Bozzi, Concezio; Brambach, Tobias; van den Brand, Johannes; Bressieux, Joël; Brett, David; Britsch, Markward; Britton, Thomas; Brook, Nicholas; Brown, Henry; Bursche, Albert; Busetto, Giovanni; Buytaert, Jan; Cadeddu, Sandro; Callot, Olivier; Calvi, Marta; Calvo Gomez, Miriam; Camboni, Alessandro; Campana, Pierluigi; Campora Perez, Daniel; Carbone, Angelo; Carboni, Giovanni; Cardinale, Roberta; Cardini, Alessandro; Carranza-Mejia, Hector; Carson, Laurence; Carvalho Akiba, Kazuyoshi; Casse, Gianluigi; Castillo Garcia, Lucia; Cattaneo, Marco; Cauet, Christophe; Cenci, Riccardo; Charles, Matthew; Charpentier, Philippe; Cheung, Shu-Faye; Chiapolini, Nicola; Chrzaszcz, Marcin; Ciba, Krzystof; Cid Vidal, Xabier; Ciezarek, Gregory; Clarke, Peter; Clemencic, Marco; Cliff, Harry; Closier, Joel; Coca, Cornelia; Coco, Victor; Cogan, Julien; Cogneras, Eric; Collins, Paula; Comerma-Montells, Albert; Contu, Andrea; Cook, Andrew; Coombes, Matthew; Coquereau, Samuel; Corti, Gloria; Couturier, Benjamin; Cowan, Greig; Craik, Daniel Charles; Cruz Torres, Melissa Maria; Cunliffe, Samuel; Currie, Robert; D'Ambrosio, Carmelo; David, Pascal; David, Pieter; Davis, Adam; De Bonis, Isabelle; De Bruyn, Kristof; De Capua, Stefano; De Cian, Michel; De Miranda, Jussara; De Paula, Leandro; De Silva, Weeraddana; De Simone, Patrizia; Decamp, Daniel; Deckenhoff, Mirko; Del Buono, Luigi; Déléage, Nicolas; Derkach, Denis; Deschamps, Olivier; Dettori, Francesco; Di Canto, Angelo; Dijkstra, Hans; Dogaru, Marius; Donleavy, Stephanie; Dordei, Francesca; Dosil Suárez, Alvaro; Dossett, David; Dovbnya, Anatoliy; Dupertuis, Frederic; Durante, Paolo; Dzhelyadin, Rustem; Dziurda, Agnieszka; Dzyuba, Alexey; Easo, Sajan; Egede, Ulrik; Egorychev, Victor; Eidelman, Semen; van Eijk, Daan; Eisenhardt, Stephan; Eitschberger, Ulrich; Ekelhof, Robert; Eklund, Lars; El Rifai, Ibrahim; Elsasser, Christian; Falabella, Antonio; Färber, Christian; Farinelli, Chiara; Farry, Stephen; Ferguson, Dianne; Fernandez Albor, Victor; Ferreira Rodrigues, Fernando; Ferro-Luzzi, Massimiliano; Filippov, Sergey; Fiore, Marco; Fitzpatrick, Conor; Fontana, Marianna; Fontanelli, Flavio; Forty, Roger; Francisco, Oscar; Frank, Markus; Frei, Christoph; Frosini, Maddalena; Furfaro, Emiliano; Gallas Torreira, Abraham; Galli, Domenico; Gandelman, Miriam; Gandini, Paolo; Gao, Yuanning; Garofoli, Justin; Garosi, Paola; Garra Tico, Jordi; Garrido, Lluis; Gaspar, Clara; Gauld, Rhorry; Gersabeck, Evelina; Gersabeck, Marco; Gershon, Timothy; Ghez, Philippe; Gibson, Valerie; Giubega, Lavinia-Helena; Gligorov, V.V.; Göbel, Carla; Golubkov, Dmitry; Golutvin, Andrey; Gomes, Alvaro; Gorbounov, Petr; Gordon, Hamish; Grabalosa Gándara, Marc; Graciani Diaz, Ricardo; Granado Cardoso, Luis Alberto; Graugés, Eugeni; Graziani, Giacomo; Grecu, Alexandru; Greening, Edward; Gregson, Sam; Griffith, Peter; Grillo, Lucia; Grünberg, Oliver; Gui, Bin; Gushchin, Evgeny; Guz, Yury; Gys, Thierry; Hadjivasiliou, Christos; Haefeli, Guido; Haen, Christophe; Haines, Susan; Hall, Samuel; Hamilton, Brian; Hampson, Thomas; Hansmann-Menzemer, Stephanie; Harnew, Neville; Harnew, Samuel; Harrison, Jonathan; Hartmann, Thomas; He, Jibo; Head, Timothy; Heijne, Veerle; Hennessy, Karol; Henrard, Pierre; Hernando Morata, Jose Angel; van Herwijnen, Eric; Heß, Miriam; Hicheur, Adlène; Hicks, Emma; Hill, Donal; Hoballah, Mostafa; Hombach, Christoph; Hulsbergen, Wouter; Hunt, Philip; Huse, Torkjell; Hussain, Nazim; Hutchcroft, David; Hynds, Daniel; Iakovenko, Viktor; Idzik, Marek; Ilten, Philip; Jacobsson, Richard; Jaeger, Andreas; Jans, Eddy; Jaton, Pierre; Jawahery, Abolhassan; Jing, Fanfan; John, Malcolm; Johnson, Daniel; Jones, Christopher; Joram, Christian; Jost, Beat; Kaballo, Michael; Kandybei, Sergii; Kanso, Wallaa; Karacson, Matthias; Karbach, Moritz; Kenyon, Ian; Ketel, Tjeerd; Khanji, Basem; Kochebina, Olga; Komarov, Ilya; Koopman, Rose; Koppenburg, Patrick; Korolev, Mikhail; Kozlinskiy, Alexandr; Kravchuk, Leonid; Kreplin, Katharina; Kreps, Michal; Krocker, Georg; Krokovny, Pavel; Kruse, Florian; Kucharczyk, Marcin; Kudryavtsev, Vasily; Kurek, Krzysztof; Kvaratskheliya, Tengiz; La Thi, Viet Nga; Lacarrere, Daniel; Lafferty, George; Lai, Adriano; Lambert, Dean; Lambert, Robert W; Lanciotti, Elisa; Lanfranchi, Gaia; Langenbruch, Christoph; Latham, Thomas; Lazzeroni, Cristina; Le Gac, Renaud; van Leerdam, Jeroen; Lees, Jean-Pierre; Lefèvre, Regis; Leflat, Alexander; Lefrançois, Jacques; Leo, Sabato; Leroy, Olivier; Lesiak, Tadeusz; Leverington, Blake; Li, Yiming; Li Gioi, Luigi; Liles, Myfanwy; Lindner, Rolf; Linn, Christian; Liu, Bo; Liu, Guoming; Lohn, Stefan; Longstaff, Ian; Lopes, Jose; Lopez-March, Neus; Lu, Haiting; Lucchesi, Donatella; Luisier, Johan; Luo, Haofei; Lupton, Oliver; Machefert, Frederic; Machikhiliyan, Irina V; Maciuc, Florin; Maev, Oleg; Malde, Sneha; Manca, Giulia; Mancinelli, Giampiero; Maratas, Jan; Marconi, Umberto; Marino, Pietro; Märki, Raphael; Marks, Jörg; Martellotti, Giuseppe; Martens, Aurelien; Martín Sánchez, Alexandra; Martinelli, Maurizio; Martinez Santos, Diego; Martins Tostes, Danielle; Martynov, Aleksandr; Massafferri, André; Matev, Rosen; Mathe, Zoltan; Matteuzzi, Clara; Maurice, Emilie; Mazurov, Alexander; McCarthy, James; McNab, Andrew; McNulty, Ronan; McSkelly, Ben; Meadows, Brian; Meier, Frank; Meissner, Marco; Merk, Marcel; Milanes, Diego Alejandro; Minard, Marie-Noelle; Molina Rodriguez, Josue; Monteil, Stephane; Moran, Dermot; Morawski, Piotr; Mordà, Alessandro; Morello, Michael Joseph; Mountain, Raymond; Mous, Ivan; Muheim, Franz; Müller, Katharina; Muresan, Raluca; Muryn, Bogdan; Muster, Bastien; Naik, Paras; Nakada, Tatsuya; Nandakumar, Raja; Nasteva, Irina; Needham, Matthew; Neubert, Sebastian; Neufeld, Niko; Nguyen, Anh Duc; Nguyen, Thi-Dung; Nguyen-Mau, Chung; Nicol, Michelle; Niess, Valentin; Niet, Ramon; Nikitin, Nikolay; Nikodem, Thomas; Nomerotski, Andrey; Novoselov, Alexey; Oblakowska-Mucha, Agnieszka; Obraztsov, Vladimir; Oggero, Serena; Ogilvy, Stephen; Okhrimenko, Oleksandr; Oldeman, Rudolf; Orlandea, Marius; Otalora Goicochea, Juan Martin; Owen, Patrick; Oyanguren, Maria Arantza; Pal, Bilas Kanti; Palano, Antimo; Palutan, Matteo; Panman, Jacob; Papanestis, Antonios; Pappagallo, Marco; Parkes, Christopher; Parkinson, Christopher John; Passaleva, Giovanni; Patel, Girish; Patel, Mitesh; Patrick, Glenn; Patrignani, Claudia; Pavel-Nicorescu, Carmen; Pazos Alvarez, Antonio; Pearce, Alex; Pellegrino, Antonio; Penso, Gianni; Pepe Altarelli, Monica; Perazzini, Stefano; Perez Trigo, Eliseo; Pérez-Calero Yzquierdo, Antonio; Perret, Pascal; Perrin-Terrin, Mathieu; Pescatore, Luca; Pesen, Erhan; Pessina, Gianluigi; Petridis, Konstantin; Petrolini, Alessandro; Phan, Anna; Picatoste Olloqui, Eduardo; Pietrzyk, Boleslaw; Pilař, Tomas; Pinci, Davide; Playfer, Stephen; Plo Casasus, Maximo; Polci, Francesco; Polok, Grzegorz; Poluektov, Anton; Polycarpo, Erica; Popov, Alexander; Popov, Dmitry; Popovici, Bogdan; Potterat, Cédric; Powell, Andrew; Prisciandaro, Jessica; Pritchard, Adrian; Prouve, Claire; Pugatch, Valery; Puig Navarro, Albert; Punzi, Giovanni; Qian, Wenbin; Rachwal, Bartolomiej; Rademacker, Jonas; Rakotomiaramanana, Barinjaka; Rangel, Murilo; Raniuk, Iurii; Rauschmayr, Nathalie; Raven, Gerhard; Redford, Sophie; Reichert, Stefanie; Reid, Matthew; dos Reis, Alberto; Ricciardi, Stefania; Richards, Alexander; Rinnert, Kurt; Rives Molina, Vincente; Roa Romero, Diego; Robbe, Patrick; Roberts, Douglas; Rodrigues, Ana Barbara; Rodrigues, Eduardo; Rodriguez Perez, Pablo; Roiser, Stefan; Romanovsky, Vladimir; Romero Vidal, Antonio; Rotondo, Marcello; Rouvinet, Julien; Ruf, Thomas; Ruffini, Fabrizio; Ruiz, Hugo; Ruiz Valls, Pablo; Sabatino, Giovanni; Saborido Silva, Juan Jose; Sagidova, Naylya; Sail, Paul; Saitta, Biagio; Salustino Guimaraes, Valdir; Sanmartin Sedes, Brais; Santacesaria, Roberta; Santamarina Rios, Cibran; Santovetti, Emanuele; Sapunov, Matvey; Sarti, Alessio; Satriano, Celestina; Satta, Alessia; Savrie, Mauro; Savrina, Darya; Schiller, Manuel; Schindler, Heinrich; Schlupp, Maximilian; Schmelling, Michael; Schmidt, Burkhard; Schneider, Olivier; Schopper, Andreas; Schune, Marie Helene; Schwemmer, Rainer; Sciascia, Barbara; Sciubba, Adalberto; Seco, Marcos; Semennikov, Alexander; Senderowska, Katarzyna; Sepp, Indrek; Serra, Nicola; Serrano, Justine; Seyfert, Paul; Shapkin, Mikhail; Shapoval, Illya; Shcheglov, Yury; Shears, Tara; Shekhtman, Lev; Shevchenko, Oksana; Shevchenko, Vladimir; Shires, Alexander; Silva Coutinho, Rafael; Sirendi, Marek; Skidmore, Nicola; Skwarnicki, Tomasz; Smith, Anthony; Smith, Edmund; Smith, Eluned; Smith, Jackson; Smith, Mark; Sokoloff, Michael; Soler, Paul; Soomro, Fatima; Souza, Daniel; Souza De Paula, Bruno; Spaan, Bernhard; Sparkes, Ailsa; Spradlin, Patrick; Stagni, Federico; Stahl, Sascha; Steinkamp, Olaf; Stevenson, Scott; Stoica, Sabin; Stone, Sheldon; Storaci, Barbara; Straticiuc, Mihai; Straumann, Ulrich; Subbiah, Vijay Kartik; Sun, Liang; Sutcliffe, William; Swientek, Stefan; Syropoulos, Vasileios; Szczekowski, Marek; Szczypka, Paul; Szilard, Daniela; Szumlak, Tomasz; T'Jampens, Stephane; Teklishyn, Maksym; Teodorescu, Eliza; Teubert, Frederic; Thomas, Christopher; Thomas, Eric; van Tilburg, Jeroen; Tisserand, Vincent; Tobin, Mark; Tolk, Siim; Tonelli, Diego; Topp-Joergensen, Stig; Torr, Nicholas; Tournefier, Edwige; Tourneur, Stephane; Tran, Minh Tâm; Tresch, Marco; Tsaregorodtsev, Andrei; Tsopelas, Panagiotis; Tuning, Niels; Ubeda Garcia, Mario; Ukleja, Artur; Ustyuzhanin, Andrey; Uwer, Ulrich; Vagnoni, Vincenzo; Valenti, Giovanni; Vallier, Alexis; Vazquez Gomez, Ricardo; Vazquez Regueiro, Pablo; Vázquez Sierra, Carlos; Vecchi, Stefania; Velthuis, Jaap; Veltri, Michele; Veneziano, Giovanni; Vesterinen, Mika; Viaud, Benoit; Vieira, Daniel; Vilasis-Cardona, Xavier; Vollhardt, Achim; Volyanskyy, Dmytro; Voong, David; Vorobyev, Alexey; Vorobyev, Vitaly; Voß, Christian; Voss, Helge; Waldi, Roland; Wallace, Charlotte; Wallace, Ronan; Wandernoth, Sebastian; Wang, Jianchun; Ward, David; Watson, Nigel; Webber, Adam Dane; Websdale, David; Whitehead, Mark; Wicht, Jean; Wiechczynski, Jaroslaw; Wiedner, Dirk; Wiggers, Leo; Wilkinson, Guy; Williams, Matthew; Williams, Mike; Wilson, Fergus; Wimberley, Jack; Wishahi, Julian; Wislicki, Wojciech; Witek, Mariusz; Wormser, Guy; Wotton, Stephen; Wright, Simon; Wu, Suzhi; Wyllie, Kenneth; Xie, Yuehong; Xing, Zhou; Yang, Zhenwei; Yuan, Xuhao; Yushchenko, Oleg; Zangoli, Maria; Zavertyaev, Mikhail; Zhang, Feng; Zhang, Liming; Zhang, Wen Chao; Zhang, Yanxi; Zhelezov, Alexey; Zhokhov, Anatoly; Zhong, Liang; Zvyagin, Alexander

2014-01-01

The charmless decays $B^{\\pm} \\rightarrow K^{+}K^{-}\\pi^{\\pm}$ and $B^{\\pm} \\rightarrow \\pi^{+}\\pi^{-}\\pi^{\\pm}$ are reconstructed in a data set, corresponding to an integrated luminosity of 1.0 fb$^{-1}$ of pp collisions at a center-of-mass energy of 7 TeV, collected by LHCb in 2011. The inclusive charge asymmetries of these modes are measured to be $A_{CP}(B^{\\pm} \\rightarrow K^{+}K^{-}\\pi^{\\pm}) =-0.141 \\pm 0.040 (stat) \\pm 0.018 (syst) \\pm 0.007 (J/\\psi K^{\\pm})$ and $A_{CP}(B^{\\pm} \\rightarrow \\pi^{+}\\pi^{-}\\pi^{\\pm}) = 0.117 \\pm 0.021 (stat) \\pm 0.009 (syst) \\pm 0.007 (J/\\psi K^{\\pm})$, where the third uncertainty is due to the CP asymmetry of the $B^{\\pm} \\rightarrow J/\\psi K^{\\pm}$ reference mode. In addition to the inclusive CP asymmetries, larger asymmetries are observed in localized regions of phase space.

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...

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.

How Do Managers Control Technology-Intensive Work?

OpenAIRE

Angelo Bernard Pinheiro

2010-01-01

Technology pervades every aspect of the modern business enterprise and demands new strategies for work management. Advances in internet and computing technologies, the emergence of the “knowledge worker”, globalization, resource scarcity, and intense competition have led corporations to accomplish their strategic goals and objectives through the implementation of projects. Project success is assured by the effective use of financial and human resources, a project management (PM) framework bac...

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...

An integrated approach to identify the origin of PM10 exceedances.

Science.gov (United States)

Amodio, M; Andriani, E; de Gennaro, G; Demarinis Loiotile, A; Di Gilio, A; Placentino, M C

2012-09-01

This study was aimed to the development of an integrated approach for the characterization of particulate matter (PM) pollution events in the South of Italy. PM(10) and PM(2.5) daily samples were collected from June to November 2008 at an urban background site located in Bari (Puglia Region, South of Italy). Meteorological data, particle size distributions and atmospheric dispersion conditions were also monitored in order to provide information concerning the different features of PM sources. The collected data allowed suggesting four indicators to characterize different PM(10) exceedances. PM(2.5)/PM(10) ratio, natural radioactivity, aerosol maps and back-trajectory analysis and particle distributions were considered in order to evaluate the contribution of local anthropogenic sources and to determine the different origins of intrusive air mass coming from long-range transport, such as African dust outbreaks and aerosol particles from Central and Eastern Europe. The obtained results were confirmed by applying principal component analysis to the number particle concentration dataset and by the chemical characterization of the samples (PM(10) and PM(2.5)). The integrated approach for PM study suggested in this paper can be useful to support the air quality managers for the development of cost-effective control strategies and the application of more suitable risk management approaches.

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.

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.

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. .

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.

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.

Critical evaluation of heavy water project at Thal (Preprint No. PM-5)

International Nuclear Information System (INIS)

Jayakumar, N.S.

1989-04-01

The project known as Thal Ammonia Extension was a heavy water project successfully completed by Rashtriya Chemicals and Fertilizers (RCF) Ltd. The project consisted of erecting a heavy water plant of 110 tons/year capacity at Thal. The process Know-how and engineering of the plant was supplied by the Heavy Water Projects Division of the Department of Atomic Energy. Salient features of the project, management features which resulted in fast completion of erection, bottlenecks faced and engineering innovations adopted for efficient operation of the plant are described. Some modifications which can lead to smoother operation are listed. (M.G.B.)

Measurement of $C\\!P$ violation in the phase space of $B^{\\pm} \\to K^{\\pm} \\pi^{+} \\pi^{-}$ and $B^{\\pm} \\to K^{\\pm} K^{+} K^{-}$ decays

CERN Document Server

INSPIRE-00258707; Adeva, B; Adinolfi, M; Adrover, C; Affolder, A; Ajaltouni, Z; Albrecht, J; Alessio, F; Alexander, M; Ali, S; Alkhazov, G; Alvarez Cartelle, P; Alves Jr, A A; Amato, S; Amerio, S; Amhis, Y; Anderlini, L; Anderson, J; Andreassen, R; Andrews, J E; Appleby, R B; Aquines Gutierrez, O; Archilli, F; Artamonov, A; Artuso, M; Aslanides, E; Auriemma, G; Baalouch, M; Bachmann, S; Back, J J; Baesso, C; Balagura, V; Baldini, W; Barlow, R J; Barschel, C; Barsuk, S; Barter, W; Bauer, Th; Bay, A; Beddow, J; Bedeschi, F; Bediaga, I; Belogurov, S; Belous, K; Belyaev, I; Ben-Haim, E; Bencivenni, G; Benson, S; Benton, J; Berezhnoy, A; Bernet, R; Bettler, M -O; van Beuzekom, M; Bien, A; Bifani, S; Bird, T; Bizzeti, A; Bjørnstad, P M; Blake, T; Blanc, F; Blouw, J; Blusk, S; Bocci, V; Bondar, A; Bondar, N; Bonivento, W; Borghi, S; Borgia, A; Bowcock, T J V; Bowen, E; Bozzi, C; Brambach, T; van den Brand, J; Bressieux, J; Brett, D; Britsch, M; Britton, T; Brook, N H; Brown, H; Burducea, I; Bursche, A; Busetto, G; Buytaert, J; Cadeddu, S; Callot, O; Calvi, M; Calvo Gomez, M; Camboni, A; Campana, P; Campora Perez, D; Carbone, A; Carboni, G; Cardinale, R; Cardini, A; Carranza-Mejia, H; Carson, L; Carvalho Akiba, K; Casse, G; Castillo Garcia, L; Cattaneo, M; Cauet, Ch; Cenci, R; Charles, M; Charpentier, Ph; Chen, P; Chiapolini, N; Chrzaszcz, M; Ciba, K; Cid Vidal, X; Ciezarek, G; Clarke, P E L; Clemencic, M; Cliff, H V; Closier, J; Coca, C; Coco, V; Cogan, J; Cogneras, E; Collins, P; Comerma-Montells, A; Contu, A; Cook, A; Coombes, M; Coquereau, S; Corti, G; Couturier, B; Cowan, G A; Craik, D C; Cunliffe, S; Currie, R; D'Ambrosio, C; David, P; David, P N Y; Davis, A; De Bonis, I; De Bruyn, K; De Capua, S; De Cian, M; De Miranda, J M; De Paula, L; De Silva, W; De Simone, P; Decamp, D; Deckenhoff, M; Del Buono, L; Déléage, N; Derkach, D; Deschamps, O; Dettori, F; Di Canto, A; Di Ruscio, F; Dijkstra, H; Dogaru, M; Donleavy, S; Dordei, F; Dosil Suárez, A; Dossett, D; Dovbnya, A; Dupertuis, F; Dzhelyadin, R; Dziurda, A; Dzyuba, A; Easo, S; Egede, U; Egorychev, V; Eidelman, S; van Eijk, D; Eisenhardt, S; Eitschberger, U; Ekelhof, R; Eklund, L; El Rifai, I; Elsasser, Ch; Elsby, D; Falabella, A; Färber, C; Fardell, G; Farinelli, C; Farry, S; Fave, V; Ferguson, D; Fernandez Albor, V; Ferreira Rodrigues, F; Ferro-Luzzi, M; Filippov, S; Fiore, M; Fitzpatrick, C; Fontana, M; Fontanelli, F; Forty, R; Francisco, O; Frank, M; Frei, C; Frosini, M; Furcas, S; Furfaro, E; Gallas Torreira, A; Galli, D; Gandelman, M; Gandini, P; Gao, Y; Garofoli, J; Garosi, P; Garra Tico, J; Garrido, L; Gaspar, C; Gauld, R; Gersabeck, E; Gersabeck, M; Gershon, T; Ghez, Ph; Gibson, V; Giubega, L; Gligorov, V V; Göbel, C; Golubkov, D; Golutvin, A; Gomes, A; Gordon, H; Grabalosa Gándara, M; Graciani Diaz, R; Granado Cardoso, L A; Graugés, E; Graziani, G; Grecu, A; Greening, E; Gregson, S; Griffith, P; Grünberg, O; Gui, B; Gushchin, E; Guz, Yu; Gys, T; Hadjivasiliou, C; Haefeli, G; Haen, C; Haines, S C; Hall, S; Hamilton, B; Hampson, T; Hansmann-Menzemer, S; Harnew, N; Harnew, S T; Harrison, J; Hartmann, T; He, J; Head, T; Heijne, V; Hennessy, K; Henrard, P; Hernando Morata, J A; van Herwijnen, E; Hicheur, A; Hicks, E; Hill, D; Hoballah, M; Holtrop, M; Hombach, C; Hopchev, P; Hulsbergen, W; Hunt, P; Huse, T; Hussain, N; Hutchcroft, D; Hynds, D; Iakovenko, V; Idzik, M; Ilten, P; Jacobsson, R; Jaeger, A; Jans, E; Jaton, P; Jawahery, A; Jing, F; John, M; Johnson, D; Jones, C R; Joram, C; Jost, B; Kaballo, M; Kandybei, S; Kanso, W; Karacson, M; Karbach, T M; Kenyon, I R; Ketel, T; Keune, A; Khanji, B; Kochebina, O; Komarov, I; Koopman, R F; Koppenburg, P; Korolev, M; Kozlinskiy, A; Kravchuk, L; Kreplin, K; Kreps, M; Krocker, G; Krokovny, P; Kruse, F; Kucharczyk, M; Kudryavtsev, V; Kvaratskheliya, T; La Thi, V N; Lacarrere, D; Lafferty, G; Lai, A; Lambert, D; Lambert, R W; Lanciotti, E; Lanfranchi, G; Langenbruch, C; Latham, T; Lazzeroni, C; Le Gac, R; van Leerdam, J; Lees, J -P; Lefèvre, R; Leflat, A; Lefrançois, J; Leo, S; Leroy, O; Lesiak, T; Leverington, B; Li, Y; Li Gioi, L; Liles, M; Lindner, R; Linn, C; Liu, B; Liu, G; Lohn, S; Longstaff, I; Lopes, J H; Lopez-March, N; Lu, H; Lucchesi, D; Luisier, J; Luo, H; Machefert, F; Machikhiliyan, I V; Maciuc, F; Maev, O; Malde, S; Manca, G; Mancinelli, G; Marconi, U; Märki, R; Marks, J; Martellotti, G; Martens, A; Martín Sánchez, A; Martinelli, M; Martinez Santos, D; Martins Tostes, D; Massafferri, A; Matev, R; Mathe, Z; Matteuzzi, C; Maurice, E; Mazurov, A; Mc Skelly, B; McCarthy, J; McNab, A; McNulty, R; Meadows, B; Meier, F; Meissner, M; Merk, M; Milanes, D A; Minard, M -N; Molina Rodriguez, J; Monteil, S; Moran, D; Morawski, P; Mordà, A; Morello, M J; Mountain, R; Mous, I; Muheim, F; Müller, K; Muresan, R; Muryn, B; Muster, B; Naik, P; Nakada, T; Nandakumar, R; Nasteva, I; Needham, M; Neubert, S; Neufeld, N; Nguyen, A D; Nguyen, T D; Nguyen-Mau, C; Nicol, M; Niess, V; Niet, R; Nikitin, N; Nikodem, T; Nomerotski, A; Novoselov, A; Oblakowska-Mucha, A; Obraztsov, V; Oggero, S; Ogilvy, S; Okhrimenko, O; Oldeman, R; Orlandea, M; Otalora Goicochea, J M; Owen, P; Oyanguren, A; Pal, B K; Palano, A; Palutan, M; Panman, J; Papanestis, A; Pappagallo, M; Parkes, C; Parkinson, C J; Passaleva, G; Patel, G D; Patel, M; Patrick, G N; Patrignani, C; Pavel-Nicorescu, C; Pazos Alvarez, A; Pellegrino, A; Penso, G; Pepe Altarelli, M; Perazzini, S; Perez Trigo, E; Pérez-Calero Yzquierdo, A; Perret, P; Perrin-Terrin, M; Pessina, G; Petridis, K; Petrolini, A; Phan, A; Picatoste Olloqui, E; Pietrzyk, B; Pilař, T; Pinci, D; Playfer, S; Plo Casasus, M; Polci, F; Polok, G; Poluektov, A; Polycarpo, E; Popov, A; Popov, D; Popovici, B; Potterat, C; Powell, A; Prisciandaro, J; Pritchard, A; Prouve, C; Pugatch, V; Puig Navarro, A; Punzi, G; Qian, W; Rademacker, J H; Rakotomiaramanana, B; Rangel, M S; Raniuk, I; Rauschmayr, N; Raven, G; Redford, S; Reid, M M; dos Reis, A C; Ricciardi, S; Richards, A; Rinnert, K; Rives Molina, V; Roa Romero, D A; Robbe, P; Roberts, D A; 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Wright, S; Wu, S; Wyllie, K; Xie, Y; Xing, Z; Yang, Z; Young, R; Yuan, X; Yushchenko, O; Zangoli, M; Zavertyaev, M; Zhang, F; Zhang, L; Zhang, W C; Zhang, Y; Zhelezov, A; Zhokhov, A; Zhong, L; Zvyagin, A

2013-01-01

The charmless decays $B^{\\pm}\\to K^{\\pm}\\pi^+\\pi^-$ and $B^{\\pm}\\to K^{\\pm}K^+K^-$ are reconstructed using data, corresponding to an integrated luminosity of 1.0 fb$^{-1}$, collected by LHCb in 2011. The inclusive charge asymmetries of these modes are measured as $A_{C\\!P}(B^{\\pm}\\to K^{\\pm}\\pi^+\\pi^-) = 0.032 \\pm 0.008 {\\mathrm{\\,(stat)}} \\pm 0.004 {\\mathrm{\\,(syst)}} \\pm 0.007 (J/\\psi K^{\\pm})$ and $A_{C\\!P}(B^{\\pm}\\to K^{\\pm}K^+K^-) = -0.043 \\pm 0.009 {\\mathrm{\\,(stat)}} \\pm 0.003 {\\mathrm{\\,(syst)}} \\pm 0.007 (J/\\psi K^{\\pm})$, where the third uncertainty is due to the $C\\!P$ asymmetry of the $B^{\\pm}\\to J/\\psi K^{\\pm}$ reference mode. The significance of $A_{C\\!P}(B^{\\pm}\\to K^{\\pm}K^+K^-)$ exceeds three standard deviations and is the first evidence of an inclusive $C\\!P$ asymmetry in charmless three-body $B$ decays. In addition to the inclusive $C\\!P$ asymmetries, larger asymmetries are observed in localised regions of phase space.

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 ...

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

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

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.

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

The role of requirements management in the design of built environments: a case study

Directory of Open Access Journals (Sweden)

Camila Pegoraro

2011-12-01

Full Text Available Due to the known difficulties on managing the design process of built environments, researchers and entrepreneurs have continuously developed and implemented best practices from areas such as Project Management (PM. However, there are still gaps to be filled, such as difficulties on monitoring the stakeholder’s requirements and their dynamics. In attempt to eliminate this gap, this paper aims to analyze if requirements management (RM can be integrated to PM and which are the main advantages and disadvantages of this integration. The research includes a literature review which presents PM and RM concepts, the last one based on software engineering approach. Moreover, a case study was performed in a construction company, using semi-structured interviews. The research showed that the use of RM is advantageous, even not solving all the projects difficulties, and that the proper structuring of the projects is a condition for the success of RM implementation. The main contribution is a generic and systematic proposal for integrating the stages of the RM to the projects.

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

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.

Assessment and Mitigation of PM pollution in the border regions of Austria and Slovenia

Science.gov (United States)

Uhrner, Ulrich; Reifeltshammer, Rafael; Lackner, Bettina; Forkel, Renate; Sturm, Peter

2017-04-01

Many cities, towns and regions located at the southern fringe of the Alps face remarkably high PM levels particularly during the winter period. The project PMinter aimed 1) to analyse the air quality in S-Styria, S-Carinthia and N-Slovenia, 2) to evaluate local and regional measures to develop effective air quality management plans and finally 3) to support a sustainable improvement of air quality in the project region. Using wood for residential heating is very popular in Austria and in Slovenia. To assess the contribution from wood smoke to the total PM burden and the impact of regional and large scale transport as well as the impact of secondary aerosols were major goals of PMinter. Due to the complex terrain air quality and exposure assessment is challenging. To resolve sources which are located in valleys and basins, emissions were computed or processed on 1 km x 1 km resolution for the entire program area. A new combined model approach was developed and tested successfully using a state-of-the-art CTM (WRF/Chem) on the regional scale and the Lagrangian particle model GRAL on the local scale. A detailed analysis and comparisons with measurements and regional/local scale scenario simulations were carried out. Residential heating using wood was identified as the major source and PM component dominant on the "local scale" ( 10 km), secondary inorganic aerosol was the dominant PM component on the regional scale ( 10 km - 150 km) and above. Various mitigation scenarios for PM were computed. A "local" scenario where individual heating facilities using solid fuels were replaced by district heating and a regional scenario with 35% reduced ammonia emissions from agriculture proved to be most effective.

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....

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.

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.

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

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

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…

Project Management Personnel Competencies Evaluation

Directory of Open Access Journals (Sweden)

Paul POCATILU

2006-01-01

Full Text Available An important factor for the success management of IT projects is the human resource. People involved in the project management process have to be evaluated. In order to do that, same criteria has to be specified. This paper describes some aspects regarding the personnel evaluation.

Open Source Approach to Project Management Tools

Directory of Open Access Journals (Sweden)

Romeo MARGEA

2011-01-01

Full Text Available Managing large projects involving different groups of people and complex tasks can be challenging. The solution is to use Project management software, which allows a more efficient management of projects. However, famous project management systems can be costly and may require expensive custom servers. Even if free software is not as complex as Microsoft Project, is noteworthy to think that not all projects need all the features, amenities and power of such systems. There are free and open source software alternatives that meet the needs of most projects, and that allow Web access based on different platforms and locations. A starting stage in adopting an OSS in-house is finding and identifying existing open source solution. In this paper we present an overview of Open Source Project Management Software (OSPMS based on articles, reviews, books and developers’ web sites, about those that seem to be the most popular software in this category.

Reflexive project management in high-abition projects

NARCIS (Netherlands)

Loeber, Anne; Vermeulen, T.

2016-01-01

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

Alternative techniques for environmental project management

International Nuclear Information System (INIS)

Reeves, S.

1994-01-01

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

Winter mass concentrations of carbon species in PM10, PM 2.5 and PM1 in Zagreb air, Croatia.

Science.gov (United States)

Godec, Ranka; Čačković, Mirjana; Šega, Krešimir; Bešlić, Ivan

2012-11-01

The purpose of our investigation was to examine the mass concentrations of EC, OC and TC (EC + OC) in PM(10), PM(2.5) and PM(1) particle fractions. Daily PM(10), PM(2.5) and PM(1) samples were collected at an urban background monitoring site in Zagreb during winter 2009. Average OC and EC mass concentrations were 11.9 and 1.8 μg m(-3) in PM(10), 9.0 and 1.4 μg m(-3) in PM(2.5), and 5.5 and 1.1 μg m(-3) in PM(1). Average OC/EC ratios in PM(10), PM(2.5), and PM(1) were 7.4, 6.9 and 5.4, respectively.

Measurements of the branching fractions and $C\\!P$ asymmetries of $B^{\\pm} \\to J\\!/\\!\\psi\\, \\pi^{\\pm}$ and $B^{\\pm} \\to \\psi(2S) \\pi^{\\pm}$ decays

CERN Document Server

Aaij, R; Adeva, B; Adinolfi, M; Adrover, C; Affolder, A; Ajaltouni, Z; Albrecht, J; Alessio, F; Alexander, M; Ali, S; Alkhazov, G; Alvarez Cartelle, P; Alves Jr, A A; Amato, S; Amhis, Y; Anderson, J; Appleby, R B; Aquines Gutierrez, O; Archilli, F; Artamonov, A; Artuso, M; Aslanides, E; Auriemma, G; Bachmann, S; Back, J J; Balagura, V; Baldini, W; Barlow, R J; Barschel, C; Barsuk, S; Barter, W; Bates, A; Bauer, C; Bauer, Th; Bay, A; Bediaga, I; Belogurov, S; Belous, K; Belyaev, I; Ben-Haim, E; Benayoun, M; Bencivenni, G; Benson, S; Benton, J; Bernet, R; Bettler, M-O; van Beuzekom, M; Bien, A; Bifani, S; Bird, T; Bizzeti, A; Bjørnstad, P M; Blake, T; Blanc, F; Blanks, C; Blouw, J; Blusk, S; Bobrov, A; Bocci, V; Bondar, A; Bondar, N; Bonivento, W; Borghi, S; Borgia, A; Bowcock, T J V; Bozzi, C; Brambach, T; van den Brand, J; Bressieux, J; Brett, D; Britsch, M; Britton, T; Brook, N H; Brown, H; Büchler-Germann, A; Burducea, I; Bursche, A; Buytaert, J; Cadeddu, S; Callot, O; Calvi, M; Calvo Gomez, M; Camboni, A; Campana, P; Carbone, A; Carboni, G; Cardinale, R; Cardini, A; Carson, L; Carvalho Akiba, K; Casse, G; Cattaneo, M; Cauet, Ch; Charles, M; Charpentier, Ph; Chiapolini, N; Ciba, K; Cid Vidal, X; Ciezarek, G; Clarke, P E L; Clemencic, M; Cliff, H V; Closier, J; Coca, C; Coco, V; Cogan, J; Collins, P; Comerma-Montells, A; Contu, A; Cook, A; Coombes, M; Corti, G; Couturier, B; Cowan, G A; Currie, R; D'Ambrosio, C; David, P; David, P N Y; De Bonis, I; De Bruyn, K; De Capua, S; De Cian, M; De Miranda, J M; De Paula, L; De Simone, P; Decamp, D; Deckenhoff, M; Degaudenzi, H; Del Buono, L; Deplano, C; Derkach, D; Deschamps, O; Dettori, F; Dickens, J; Dijkstra, H; Diniz Batista, P; Domingo Bonal, F; Donleavy, S; Dordei, F; Dosil Suárez, A; Dossett, D; Dovbnya, A; Dupertuis, F; Dzhelyadin, R; Dziurda, A; Easo, S; Egede, U; Egorychev, V; Eidelman, S; van Eijk, D; Eisele, F; Eisenhardt, S; Ekelhof, R; Eklund, L; Elsasser, Ch; Elsby, D; Esperante Pereira, D; Falabella, A; Färber, C; Fardell, G; Farinelli, C; Farry, S; Fave, V; Fernandez Albor, V; Ferro-Luzzi, M; Filippov, S; Fitzpatrick, C; Fontana, M; Fontanelli, F; Forty, R; Francisco, O; Frank, M; Frei, C; Frosini, M; Furcas, S; Gallas Torreira, A; Galli, D; Gandelman, M; Gandini, P; Gao, Y; Garnier, J-C; Garofoli, J; Garra Tico, J; Garrido, L; Gascon, D; Gaspar, C; Gauld, R; Gauvin, N; Gersabeck, M; Gershon, T; Ghez, Ph; Gibson, V; Gligorov, V V; Göbel, C; Golubkov, D; Golutvin, A; Gomes, A; Gordon, H; Grabalosa Gándara, M; Graciani Diaz, R; Granado Cardoso, L A; Graugés, E; Graziani, G; Grecu, A; Greening, E; Gregson, S; Gui, B; Gushchin, E; Guz, Yu; Gys, T; Hadjivasiliou, C; Haefeli, G; Haen, C; Haines, S C; Hampson, T; Hansmann-Menzemer, S; Harji, R; Harnew, N; Harrison, J; Harrison, P F; Hartmann, T; He, J; Heijne, V; Hennessy, K; Henrard, P; Hernando Morata, J A; van Herwijnen, E; Hicks, E; Holubyev, K; Hopchev, P; Hulsbergen, W; Hunt, P; Huse, T; Huston, R S; Hutchcroft, D; Hynds, D; Iakovenko, V; Ilten, P; Imong, J; Jacobsson, R; Jaeger, A; Jahjah Hussein, M; Jans, E; Jansen, F; Jaton, P; Jean-Marie, B; Jing, F; John, M; Johnson, D; Jones, C R; Jost, B; Kaballo, M; Kandybei, S; Karacson, M; Karbach, T M; Keaveney, J; Kenyon, I R; Kerzel, U; Ketel, T; Keune, A; Khanji, B; Kim, Y M; Knecht, M; Koopman, R F; Koppenburg, P; Korolev, M; Kozlinskiy, A; Kravchuk, L; Kreplin, K; Kreps, M; Krocker, G; Krokovny, P; Kruse, F; Kruzelecki, K; Kucharczyk, M; Kudryavtsev, V; Kvaratskheliya, T; La Thi, V N; Lacarrere, D; Lafferty, G; Lai, A; Lambert, D; Lambert, R W; Lanciotti, E; Lanfranchi, G; Langenbruch, C; Latham, T; Lazzeroni, C; Le Gac, R; van Leerdam, J; Lees, J-P; Lefèvre, R; Leflat, A; Lefrançois, J; Leroy, O; Lesiak, T; Li, L; Li Gioi, L; Lieng, M; Liles, M; Lindner, R; Linn, C; Liu, B; Liu, G; von Loeben, J; Lopes, J H; Lopez Asamar, E; Lopez-March, N; Lu, H; Luisier, J; Mac Raighne, A; Machefert, F; Machikhiliyan, I V; Maciuc, F; Maev, O; Magnin, J; Malde, S; Mamunur, R M D; Manca, G; Mancinelli, G; Mangiafave, N; Marconi, U; Märki, R; Marks, J; Martellotti, G; Martens, A; Martin, L; Martín Sánchez, A; Martinelli, M; Martinez Santos, D; Massafferri, A; Mathe, Z; Matteuzzi, C; Matveev, M; Maurice, E; Maynard, B; Mazurov, A; McGregor, G; McNulty, R; Meissner, M; Merk, M; Merkel, J; Miglioranzi, S; Milanes, D A; Minard, M-N; Molina Rodriguez, J; Monteil, S; Moran, D; Morawski, P; Mountain, R; Mous, I; Muheim, F; Müller, K; Muresan, R; Muryn, B; Muster, B; Mylroie-Smith, J; Naik, P; Nakada, T; Nandakumar, R; Nasteva, I; Needham, M; Neufeld, N; Nguyen, A D; Nguyen-Mau, C; Nicol, M; Niess, V; Nikitin, N; Nikodem, T; Nomerotski, A; Novoselov, A; Oblakowska-Mucha, A; Obraztsov, V; Oggero, S; Ogilvy, S; Okhrimenko, O; Oldeman, R; Orlandea, M; Otalora Goicochea, J M; Owen, P; Pal, B K; Palacios, J; Palano, A; Palutan, M; Panman, J; Papanestis, A; Pappagallo, M; Parkes, C; Parkinson, C J; Passaleva, G; Patel, G D; Patel, M; Paterson, S K; Patrick, G N; Patrignani, C; Pavel-Nicorescu, C; Pazos Alvarez, A; Pellegrino, A; Penso, G; Pepe Altarelli, M; Perazzini, S; Perego, D L; Perez Trigo, E; Pérez-Calero Yzquierdo, A; Perret, P; Perrin-Terrin, M; Pessina, G; Petrolini, A; Phan, A; Picatoste Olloqui, E; Pie Valls, B; Pietrzyk, B; Pilař, T; Pinci, D; Plackett, R; Playfer, S; Plo Casasus, M; Polok, G; Poluektov, A; Polycarpo, E; Popov, D; Popovici, B; Potterat, C; Powell, A; Prisciandaro, J; Pugatch, V; Puig Navarro, A; Qian, W; Rademacker, J H; Rakotomiaramanana, B; Rangel, M S; Raniuk, I; Raven, G; Redford, S; Reid, M M; dos Reis, A C; Ricciardi, S; Richards, A; Rinnert, K; Roa Romero, D A; Robbe, P; Rodrigues, E; Rodrigues, F; Rodriguez Perez, P; Rogers, G J; Roiser, S; Romanovsky, V; Rosello, M; Rouvinet, J; Ruf, T; Ruiz, H; Sabatino, G; Saborido Silva, J J; Sagidova, N; Sail, P; Saitta, B; Salzmann, C; Sannino, M; Santacesaria, R; Santamarina Rios, C; Santinelli, R; Santovetti, E; Sapunov, M; Sarti, A; Satriano, C; Satta, A; Savrie, M; Savrina, D; Schaack, P; Schiller, M; Schindler, H; Schleich, S; Schlupp, M; Schmelling, M; Schmidt, B; Schneider, O; Schopper, A; Schune, M-H; Schwemmer, R; Sciascia, B; Sciubba, A; Seco, M; Semennikov, A; Senderowska, K; Sepp, I; Serra, N; Serrano, J; Seyfert, P; Shapkin, M; Shapoval, I; Shatalov, P; Shcheglov, Y; Shears, T; Shekhtman, L; Shevchenko, O; Shevchenko, V; Shires, A; Silva Coutinho, R; Skwarnicki, T; Smith, N A; Smith, E; Sobczak, K; Soler, F J P; Solomin, A; Soomro, F; Souza De Paula, B; Spaan, B; Sparkes, A; Spradlin, P; Stagni, F; Stahl, S; Steinkamp, O; Stoica, S; Stone, S; Storaci, B; Straticiuc, M; Straumann, U; Subbiah, V K; Swientek, S; Szczekowski, M; Szczypka, P; Szumlak, T; T'Jampens, S; Teodorescu, E; Teubert, F; Thomas, C; Thomas, E; van Tilburg, J; Tisserand, V; Tobin, M; Tolk, S; Topp-Joergensen, S; Torr, N; Tournefier, E; Tourneur, S; Tran, M T; Tsaregorodtsev, A; Tuning, N; Ubeda Garcia, M; Ukleja, A; Uwer, U; Vagnoni, V; Valenti, G; Vazquez Gomez, R; Vazquez Regueiro, P; Vecchi, S; Velthuis, J J; Veltri, M; Viaud, B; Videau, I; Vieira, D; Vilasis-Cardona, X; Visniakov, J; Vollhardt, A; Volyanskyy, D; Voong, D; Vorobyev, A; Vorobyev, V; Voss, H; Waldi, R; Wandernoth, S; Wang, J; Ward, D R; Watson, N K; Webber, A D; Websdale, D; Whitehead, M; Wiedner, D; Wiggers, L; Wilkinson, G; Williams, M P; Williams, M; Wilson, F F; Wishahi, J; Witek, M; Witzeling, W; Wotton, S A; Wyllie, K; Xie, Y; Xing, F; Xing, Z; Yang, Z; Young, R; Yushchenko, O; Zangoli, M; Zavertyaev, M; Zhang, F; Zhang, L; Zhang, W C; Zhang, Y; Zhelezov, A; Zhong, L; Zvyagin, A

2012-01-01

A study of $B^{\\pm} \\to J\\!/\\!\\psi\\, \\pi^{\\pm}$ and $B^{\\pm} \\to \\psi(2S) \\pi^{\\pm}$ decays is performed with data corresponding to $0.37\\,{\\rm fb}^{-1}$ of proton-proton collisions at $\\sqrt{s}=7\\,\\mathrm{Te\\kern -0.1em V}$. Their branching fractions are found to be \\begin{eqnarray*} \\mathcal{B}(B^{\\pm} \\to J\\!/\\!\\psi\\, \\pi^{\\pm}) &=& (3.88 \\pm 0.11 \\pm 0.15) \\times 10^{-5}\\ {\\rm and}\\\\ \\mathcal{B}(B^{\\pm} \\to \\psi(2S) \\pi^{\\pm}) &=& (2.52 \\pm 0.26 \\pm 0.15) \\times 10^{-5}, \\end{eqnarray*} where the first uncertainty is related to the statistical size of the sample and the second quantifies systematic effects. The measured $C\\!P$ asymmetries in these modes are \\begin{eqnarray*} A_{CP}^{J\\!/\\!\\psi\\, \\pi} &=& 0.005 \\pm 0.027 \\pm 0.011\\ {\\rm and} \\\\ A_{CP}^{\\psi(2S) \\pi} &=& 0.048 \\pm 0.090 \\pm 0.011 \\end{eqnarray*} with no evidence of direct $C\\!P$ violation seen.

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

International Nuclear Information System (INIS)

Chen Mao

2004-01-01

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

Agile project management managing for success

CERN Document Server

Crowder, James A

2015-01-01

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

Source contributions to PM{sub 2.5} and PM{sub 10} at an urban background and a street location

Energy Technology Data Exchange (ETDEWEB)

Keuken, M.; Voogt, M.; Moerman, M. [TNO, Utrecht (Netherlands); Blom, M.; Weijers, E.P. [Energy research Centre of the Netherlands ECN, Petten (Netherlands); Roeckmann, T.; Dusek, U. [Institute for Marine and Atmospheric Research IMAU, Utrecht (Netherlands)

2013-06-15

The contribution of regional, urban and traffic sources to PM{sub 2.5} and PM{sub 10} in an urban area was investigated in this study. The chemical composition of PM{sub 2.5} and PM{sub 10} was measured over a year at a street location and up- and down-wind of the city of Rotterdam, Netherlands. The {sup 14}C content in EC and OC concentrations was also determined, to distinguish the contribution from 'modern' carbon (e.g., biogenic emissions, biomass burning and wildfires) and fossil fuel combustion. It was concluded that the urban background of PM{sub 2.5} and PM{sub 10} is dominated by the regional background, and that primary and secondary PM emission by urban sources contribute less than 15%. The {sup 14}C analysis revealed that 70% of OC originates from modern carbon and 30% from fossil fuel combustion. The corresponding percentages for EC are, respectively 17% and 83%. It is concluded that in particular the urban population living in street canyons with intense road traffic has potential health risks. This is due to exposure to elevated concentrations of a factor two for EC from exhaust emissions in PM{sub 2.5} and a factor 2-3 for heavy metals from brake and tyre wear, and re-suspended road dust in PM{sub 10}. It follows that local air quality management may focus on local measures to street canyons with intense road traffic.

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

African Journals Online (AJOL)

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

The ComSoc guide to managing telecommunications projects

CERN Document Server

Desmond, Celia

2010-01-01

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

Project Management Plan for Material Stabilization

International Nuclear Information System (INIS)

SPEER, D.R.

1999-01-01

This plan presents the overall objectives, description, justification and planning for the plutonium Finishing Plant (PFP) Materials Stabilization project. The intent of this plan is to describe how this project will be managed and integrated with other facility stabilization and deactivation activities. This plan supplements the overall integrated plan presented in the Plutonium Finishing Plant Integrated Project Management Plan (IPMP), HNF-3617/Rev. 0. This is the top-level definitive project management document that specifies the technical (work scope), schedule, and cost baselines to manager the execution of this project. It describes the organizational approach and roles/responsibilities to be implemented to execute the project. This plan is under configuration management and any deviations must be authorized by appropriate change control action. Materials stabilization is designated the responsibility to open and stabilize containers of plutonium metal, oxides, alloys, compounds, and sources. Each of these items is at least 30 weight percent plutonium/uranium. The output of this project will be containers of materials in a safe and stable form suitable for storage pending final packaging and/or transportation offsite. The corrosion products along with oxides and compounds will be stabilized via muffle furnaces to reduce the materials to high fired oxides

Project management for economical nuclear energy

International Nuclear Information System (INIS)

Majerle, P.P.

2005-01-01

The price of electricity is significantly influenced by the cost of the initial generation asset. The cost of the initial nuclear generation asset is significantly influenced by the design and construction duration. Negative variations in the cost and duration of actual design and construction have historically impacted the early relative economics of nuclear power generation. Successful management of plant design information will mitigate the risks of the design and construction of future nuclear plants. Information management tools that can model the integrated delivery of large complex projects enable the project owners to accurately evaluate project progress, as well as the economic impact of regulatory, political, or market activities not anticipated in the project execution plan. Significant differences exist in the electrical energy markets, project delivery models, and fuel availability between continents and countries. However, each market and project delivery model is challenged by the need to produce economical electrical energy. The information management system presented in this paper provides a means to capture in a single integrated computerized database the design information developed during plant design, procurement, and construction and to allow this information to be updated and retrieved in real time by all project participants. Utilization of the information management system described herein will enable diverse project teams to rapidly and reliably input, share, and retrieve power plant information, thereby supporting project management's goal to make good on its commitment to the economic promise of tomorrow's nuclear electrical power generation by achieving cost-effective construction. (authors)

The Challenges and Enhancing Opportunities of Global Project Management: Evidence from Chinese and Dutch Cross-Cultural Project Management

OpenAIRE

Zhang, Ying; Marquis, Christopher G; Filippov, Sergey; Haasnoot, Henk-Jan; van der Steen, Martijn

2015-01-01

This study investigates the role of national and organisational culture in day-to-day activities of multinational project teams, specifically focusing on differences between Chinese and Dutch project managers. We rely on fieldwork observation and interviews with representatives from a diverse set of organizations in China and the Netherlands. Analyses focus on the impact of cultural differences on five project management processes – (1) project planning, (2) cost and quality management, (3) r...

Project management at a university

Science.gov (United States)

Eaton, Joel A.

2006-06-01

Managing instrumentation projects, large or small, involves a number of common challenges-defining what is needed, desiging a system to provide it, producing it in an economical way, and putting it into service expeditiously. Doing these things in a university environoment provides unique challenges and opportunities not obtaining in the environment of large projects at NASA or national labs. I address this topic from the viewpoint of knowledge of two such projects, the development of OAO-2 at the University of Wisconsin and the relocation of Fairborn Observatory to the Patagonia Mountains in Arizona, as well as my own developemnt of the Tennessee State 2-m Automatic Spectroscopic Telescope. For the university environment, I argue for a more traditional management style that relies on more informal techniques than those used in large-scale projects conducted by big bureaucratic institutions. This style identifies what tasks are really necessary and eliminates as much wasteful overhead as possible. I discuss many of the formalities used in project management, such as formal reviews (PDR, CDR, etc.) and Gantt charts, and propose other ways of acheving the same results more effectively. The university environment acutely requires getting the right people to do the project, both in terms of their individual personalities, motivation, and technical skills but also in terms of their ability to get on with one another. Two critical challenges confronting those doing such projects in universities are 1) keeping the contractors on task (the major challenge to anyone doing project management) and 2) dealing with the purchasing systems in such institutions.

The IT project manager competencies that impact project success – A qualitative research

Directory of Open Access Journals (Sweden)

Cíntia Cristina Silva de Araújo

2015-07-01

Full Text Available Since there is a lack of studies about the relationship of IT project manager competencies and project success, this paper will address the following research question: Which competencies should IT project managers develop in order to achieve success in IT projects? To answer this question, we conducted a qualitative research with an exploratory approach. To collect data, twelve (12 in-depth interviews were done with Brazilian project managers from different companies from several business sectors. The analysis results pointed out that for our respondents the most needed category of competencies are team management, business domain knowledge,  communication, project management and people skills. As other authors have affirmed, technical skills were considered to be less relevant to project success than interpersonal and intrapersonal competencies.

Battery condenser system PM2.5 emission factors and rates for cotton gins: Method 201A combination PM10 and PM2.5 sizing cyclones

Science.gov (United States)

This report is part of a project to characterize cotton gin emissions from the standpoint of stack sampling. In 2006, EPA finalized and published a more stringent standard for particulate matter with nominal diameter less than or equal to 2.5 µm (PM2.5). This created an urgent need to collect additi...

Construction project management handbook.

Science.gov (United States)

2012-03-01

The purpose of the FTA Construction Project Management Handbook is to provide guidelines for use by public transit agencies (Agen-cies) undertaking substantial construction projects, either for the first time or with little prior experience with cons...

Projects management in organization on the selected example

OpenAIRE

A. Kania; M. Spilka; S. Griner

2013-01-01

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

Environmental Restoration Project - Systems Engineering Management Plan

International Nuclear Information System (INIS)

Anderson, T.D.

1998-06-01

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

Project Management – Multi-perspective Leadership

DEFF Research Database (Denmark)

Riis, Eva

2014-01-01

”Project Management – Multi-perspective Leadership” af Hans Mikkelsen og Jens Ove Riis - anmeldelse......”Project Management – Multi-perspective Leadership” af Hans Mikkelsen og Jens Ove Riis - anmeldelse...

Improvement of Construction Project Management Processes

Directory of Open Access Journals (Sweden)

Nazarko, J.

2017-07-01

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

Open Source and Proprietary Project Management Tools for SMEs.

Directory of Open Access Journals (Sweden)

Veronika Abramova

2017-05-01

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

The One-Page Project Manager Comunicate and Manage Any Project With a Single Sheet of Paper

CERN Document Server

Campbell, Clark A

2007-01-01

The One-Page Project Manager shows you how to boil down any project into a simple, one-page document that can be used to communicate all essential details to upper management, other departments, suppliers, and audiences. This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

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

Science.gov (United States)

2011-01-01

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

Information management for decommissioning projects

International Nuclear Information System (INIS)

LeClair, A.N.; Lemire, D.S.

2011-01-01

This paper explores the importance of records and information management for decommissioning projects. Key decommissioning information and elements of a sound information management strategy are identified. Various knowledge management strategies and tools are discussed as opportunities for leveraging decommissioning information. The paper also examines the implementation of Atomic Energy of Canada Limited's (AECL) strategy for the long term preservation of decommissioning information, and its initiatives in leveraging of information with the application of several knowledge management strategies and tools. The implementation of AECL's strategy illustrates common as well as unique information and knowledge management challenges and opportunities for decommissioning projects. (author)

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

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...

The Management of Projects and Product Experimentation

DEFF Research Database (Denmark)

Lorenzen, Mark; Frederiksen, Lars

2005-01-01

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

7 CFR 3560.102 - Housing project management.

Science.gov (United States)

2010-01-01

... 7 Agriculture 15 2010-01-01 2010-01-01 false Housing project management. 3560.102 Section 3560.102... § 3560.102 Housing project management. (a) General. Borrowers hold final responsibility for housing project management and must ensure that operations comply with the terms of all loan or grant documents...

Managing regional innovation strategy projects

OpenAIRE

Wolf, Patricia; Hanisch, Christoph

2014-01-01

This paper presents a qualitative interview study with 28 RIS project managers that aimed at understanding whether or not this is true in the context of regional innovation and what the specifics of managing regional innovation projects are. In taking up a recent claim for policy intervention studies which allow to “derive precise suggestions for their design and management”.  The study investigated the interrelation between the agility of the management approach and the achievements of RIS p...

Fast Flux Test Facility, Sodium Storage Facility project-specific project management plan

International Nuclear Information System (INIS)

Shank, D.R.

1994-01-01

This Project-Specific Project Management Plan describes the project management methods and controls used by the WHC Projects Department to manage Project 03-F-031. The Sodium Storage Facility provides for storage of the 260,000 gallons of sodium presently in the FFTF Plant. The facility will accept the molten sodium transferred from the FFTF sodium systems, and store the sodium in a solid state under an inert cover gas until such time as a Sodium Reaction Facility is available for final disposal of the sodium

Fast Flux Test Facility, Sodium Storage Facility project-specific project management plan

Energy Technology Data Exchange (ETDEWEB)

Shank, D.R.

1994-12-29

This Project-Specific Project Management Plan describes the project management methods and controls used by the WHC Projects Department to manage Project 03-F-031. The Sodium Storage Facility provides for storage of the 260,000 gallons of sodium presently in the FFTF Plant. The facility will accept the molten sodium transferred from the FFTF sodium systems, and store the sodium in a solid state under an inert cover gas until such time as a Sodium Reaction Facility is available for final disposal of the sodium.

43 CFR 418.29 - Project management.

Science.gov (United States)

2010-10-01

... 43 Public Lands: Interior 1 2010-10-01 2010-10-01 false Project management. 418.29 Section 418.29... INTERIOR OPERATING CRITERIA AND PROCEDURES FOR THE NEWLANDS RECLAMATION PROJECT, NEVADA Enforcement § 418.29 Project management. In addition to the provisions of § 418.28, if the District is found to be...

On Best Practices for Risk Management in Complex Projects

Directory of Open Access Journals (Sweden)

Dan BENTA

2011-01-01

Full Text Available Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives.

Relación entre las partículas finas (PM 2.5 y respirables PM 10 en la ciudad de Medellín Relation between fine particles (PM 2.5 and breathable particles (PM 10 in Medellin city

Directory of Open Access Journals (Sweden)

Carlos Alberto Echeverri Londoño

2008-01-01

Full Text Available En este trabajo se presenta parte de los resultados del proyecto 'Patologías respiratorias en niños preescolares y su relación con la contaminación atmosférica de Medellín', realizado por la Universidad de Medellín y la Universidad CES para la Secretaria de Salud de Medellín dentro del contrato 4700026668 de 2006. Se realizaron mediciones simultáneas de partículas finas (PM2.5 y respirables (PM10 durante el período de febrero a octubre de 2007 en varios sitios de la ciudad de Medellín, capital del departamento de Antioquia, habitada aproximadamente por 2’250.000 personas. Los resultados del análisis muestran, en la mayoría de los casos, una correlación positiva y lineal entre los dos parámetros. La relación (PM2.5/PM10 promedio para los sitios o zonas bajo consideración en este estudio fue de aproximadamente 0.67, valor bastante considerable que hace pensar que probablemente se puede cumplir con la norma anual para PM10, pero no para PM2.5. Los resultados obtenidos identifican las partículas finas como uno de los principales problemas de contaminación en la ciudad de Medellín.This article shows part of the results from the project called: 'Respiratory pathologies in pre-school children and their relation to atmospheric contamination in Medellin,' carried out by Universidad de Medellin and Universidad CES for Medellin Health Secretariat according to contract No. 4700026668, year 2006. Simultaneous measurements of fine particles (PM2.5 and breathable particles (PM10 were made from February to October, 2007 in several sites of Medellin, the capital city of Antioquia State, where about 2,250,000 inhabitants live. In almost all cases, analysis results show a positive and linear correlation between both parameters. Average ratio (PM2.5/PM10 for sites and zones tested in this study was 0.67 approximately, which is a very meaningful value, what makes us think that annual norm for PM10 can probably be accomplished, but not the one

Changing Pedagogical Means in Project Management

DEFF Research Database (Denmark)

Thorsteinsson, Uffe

1998-01-01

Presentation of two parts in a new concept for changing education in a university course in project management. First part concern running the couse as a project. Second part concern integrated use of Internet.......Presentation of two parts in a new concept for changing education in a university course in project management. First part concern running the couse as a project. Second part concern integrated use of Internet....

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.

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.

Urban aerosol in Oporto, Portugal: Chemical characterization of PM10 and PM2.5

Science.gov (United States)

Custódio, Danilo; Ferreira, Catarina; Alves, Célia; Duarte, Mácio; Nunes, Teresa; Cerqueira, Mário; Pio, Casimiro; Frosini, Daniele; Colombi, Cristina; Gianelle, Vorne; Karanasiou, Angeliki; Querol, Xavier

2014-05-01

Several urban and industrial areas in Southern Europe are not capable of meeting the implemented EU standards for particulate matter. Efficient air quality management is required in order to ensure that the legal limits are not exceeded and that the consequences of poor air quality are controlled and minimized. Many aspects of the direct and indirect effects of suspended particulate matter on climate and public health are not well understood. The temporal variation of the chemical composition is still demanded, since it enables to adopt off-set strategies and to better estimate the magnitude of anthropogenic forcing on climate. This study aims to provide detailed information on concentrations and chemical composition of aerosol from Oporto city, an urban center in Southern Europe. This city is located near the coast line in the North of Portugal, being the country's second largest urban area. Moreover, Oporto city economic prospects depend heavily on a diversified industrial park, which contribute to air quality degradation. Another strong source of air pollution is traffic. The main objectives of this study are: 1) to characterize the chemical composition of PM10 and PM2.5 by setting up an orchestra of aerosol sampling devices in a strategic place in Oporto; 2) to identify the sources of particles exploring parameters such as organic and inorganic markers (e.g. sugars as tracers for biomass burning; metals and elemental carbon for industrial and vehicular emissions); 3) to evaluate long range transport of pollutants using back trajectory analysis. Here we present data obtained between January 2013 and January 2014 in a heavy traffic roadside sampling site located in the city center. Different PM10 and PM2.5 samplers were operated simultaneously in order to collect enough mass on different filter matrixes and to fulfill the requirements of analytical methodologies. More than 100 aerosol samples were collected and then analysed for their mass concentration and

Development of advanced JGIS considering qualify management and project management

International Nuclear Information System (INIS)

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

2008-03-01

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

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

Science.gov (United States)

Fichera, Christopher E.

2016-01-01

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

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

Directory of Open Access Journals (Sweden)

Miroslav Kral

2012-10-01

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

The Future of Project Management in Technical Communication

DEFF Research Database (Denmark)

Kampf, Constance

2006-01-01

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

Methodologies used in Project Management

OpenAIRE

UNGUREANU, Adrian; UNGUREANU, Anca

2014-01-01

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

6 Project-Management Tips

Science.gov (United States)

Demski, Jennifer

2012-01-01

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

Project management in crisis situations

Directory of Open Access Journals (Sweden)

Agnieszka Goździewska-Nowicka

2017-05-01

Full Text Available In today’s methodologies of project management attention is increasingly paid to the crises-related issues. Modern economy and the turbulent environment cause that an emergingcrisis can pose a serious threat to the implementation of any undertaking. This article focuses on the presentation of the conditions and causes of crisis situations, the essence of projects, and their effective management. The major objective of the paper, however, is to demonstrate how companies implementing projects cope with the occurrence of a crisis situation.

Managing complex industrial change through projects

OpenAIRE

Perotti , Clément; Minel , Stéphanie; Benoit , Roussel; Jean , Renaud

2010-01-01

International audience; This paper proposes some elements showing that project is an appropriate way to manage organizational change, and that an individual change occurs during these phases. We suggest that project team should manage individual change in the framework of project for three main reasons. First, being at the crossroad of strategic and operational levels, project team is in the right position in organisation to "translate" organizational change to individuals, and vice-versa. Se...

A New Tool for Effective and Efficient Project Management

Energy Technology Data Exchange (ETDEWEB)

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

2011-12-01

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

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)

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.

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

Science.gov (United States)

Alagba, Tonye J.

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

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.

Project Management Performance Drivers

OpenAIRE

Ra’ad, Mohammed A.; Najdawi, Mohammad K.

2010-01-01

The practice of project management has gained enormous importance over the past several years in various business industries. “In industries as diverse as pharmaceuticals, software, and aerospace, projects drive business” (Wheatley). This gain of importance can be attributed to the magnitude of the impact project performance results in terms of time, cost, and scope have over the project performing entity. “On the basis of data released by the Bureau of Economic Analysis, part of the US De...

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

Directory of Open Access Journals (Sweden)

Halyna V. Lutsenko

2015-02-01

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

Search for direct CP violating charge asymmetries in $K^\\pm\\to\\pi^\\pm\\pi^+\\pi^-$ and $K^\\pm\\to\\pi^\\pm\\pi^0\\pi^0$ decays

CERN Document Server

Batley, J Richard; Kalmus, George Ernest; Lazzeroni, C; Munday, D J; Slater, M W; Wotton, S A; Arcidiacono, R; Bocquet, G; Cabibbo, Nicola; Ceccucci, A; Cundy, Donald C; Falaleev, V; Fidecaro, Maria; Gatignon, L; Gonidec, A; Kubischta, Werner; Norton, A; Maier, A; Patel, M; Peters, A; Balev, S; Frabetti, P L; Goudzovski, E; Khristov, P Z; Kekelidze, V D; Kozhuharov, V; Litov, L; Madigozhin, D T; Marinova, E; Molokanova, N A; Polenkevich, I; Potrebenikov, Yu K; Stoynev, S; Zinchenko, A I; Monnier, E; Swallow, E; Winston, R; Rubin, P; Walker, A; Baldini, W; Cotta-Ramusino, A; Dalpiaz, P; Damiani, C; Fiorini, M; Gianoli, A; Martini, M; Petrucci, F; Savrié, M; Scarpa, M; Wahle, H; Bizzeti, A; Calvetti, M; Celeghini, E; Iacopini, E; Lenti, M; Martelli, F; Ruggiero, G; Veltri, M; Behler, M; Eppard, K; Kleinknecht, K; Marouelli, P; Masetti, L; Moosbrugger, U; Morales-Morales, C; Renk, B; Wache, M; Wanke, R; Winhart, A; Coward, D; Dabrowski, A; Fonseca-Martin, T; Shieh, M; Szleper, M; Velasco, M; Wood, M D; Anzivino, Giuseppina; Cenci, P; Imbergamo, E; Nappi, A; Pepé, M; Petrucci, M C; Piccini, M; Raggi, M; Valdata-Nappi, M; Cerri, C; Collazuol, G; Costantini, F; Di Lella, L; Doble, N; Fantechi, R; Fiorini, L; Giudici, S; Lamanna, G; Mannelli, I; Michetti, A; Pierazzini, G M; Sozzi, M; Bloch-Devaux, B; Cheshkov, C; Chèze, J B; De Beer, M; Derré, J; Marel, Gérard; Mazzucato, E; Peyaud, B; Vallage, B; Holder, M; Ziolkowski, M; Bifani, S; Biino, C; Cartiglia, N; Clemencic, M; Goy-Lopez, S; Marchetto, F; Dibon, Heinz; Jeitler, Manfred; Markytan, Manfred; Mikulec, I; Neuhofer, G; Widhalm, L

2007-01-01

A measurement of the direct CP violating charge asymmetries of the Dalitz plot linear slopes $A_g=(g^+-g^-)/(g^++g^-)$ in $K^\\pm\\to\\pi^\\pm\\pi^+\\pi^-$ and $K^\\pm\\to\\pi^\\pm\\pi^0\\pi^0$ decays by the NA48/2 experiment at CERN SPS is presented. A new technique of asymmetry measurement involving simultaneous $K^+$ and $K^-$ beams and a large data sample collected allowed a result of an unprecedented precision. The charge asymmetries were measured to be $A^c_g=(-1.5\\pm2.1)\\times10^{-4}$ with $3.11\\times 10^9$ $K^{\\pm}\\to\\pi^\\pm\\pi^+\\pi^-$ decays, and $A^n_g=(1.8\\pm1.8)\\times10^{-4}$ with $9.13\\times 10^7$ $K^{\\pm}\\to\\pi^\\pm\\pi^0\\pi^0$ decays. The precision of the results is limited mainly by the size of the data sample.

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.

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

National Research Council Canada - National Science Library

Ballister, Robert

2003-01-01

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

Competitiveness in organizational integrated computer system project management

Directory of Open Access Journals (Sweden)

Zenovic GHERASIM

2010-06-01

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

Project managing your simulator DCS upgrade

International Nuclear Information System (INIS)

Carr, S.

2006-01-01

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

Agile Project Portfolio Management

DEFF Research Database (Denmark)

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

2005-01-01

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

Prototype road weather performance management (RWPM) 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...

Online Project Management for Dynamic e-Collaboration

Directory of Open Access Journals (Sweden)

Lucia RUSU

2010-01-01

Full Text Available Today's collaborative projects demand efficient and productive software application tools for the workplace that will bring remote teams together to get the work done. Dynamic e-collaboration is a necessity for virtual relations and business agreements. It depends on two distinct factors: trust and need. This paper presents a way to manage remote teams using a web application developed with ColMap model of project management in an IT company. The information exposed and shared applications with partners in collaborative projects are based on RBAC. Group collaboration and management software has been proven to successfully manage and coordinate projects.

Project management in the library workplace

CERN Document Server

Daugherty, Alice

2018-01-01

This volume of Advances in Library Administration and Organization attempts to put project management into the toolboxes of library administrators through overviews of concepts, analyses of experiences, and forecasts for the use of project management within the profession.

Challenges in evaluating PM concentration levels, commuting exposure, and mask efficacy in reducing PM exposure in growing, urban communities in a developing country.

Science.gov (United States)

Patel, Disa; Shibata, Tomoyuki; Wilson, James; Maidin, Alimin

2016-02-01

Particulate matter (PM) contributes to an increased risk of respiratory and cardiovascular illnesses, cancer, and preterm birth complications. This project assessed PM exposure in Eastern Indonesia's largest city, where air quality has not been comprehensively monitored. We examined the efficacy of wearing masks as an individual intervention effort to reduce in-transit PM exposures. Handheld particulate counters were used to investigate ambient air quality for spatial analysis, as well as the differences in exposure to PM2.5 and PM10 (μg/m(3)) by different transportation methods [e.g. motorcycle (n=97), pete-pete (n=53), and car (n=55); note: n=1 means 1m(3) of air sample]. Mask efficacy to reduce PM exposure was evaluated [e.g. surgical masks (n=39), bandanas (n=52), and motorcycle masks (n=39)]. A Monte Carlo simulation was used to provide a range of uncertainty in exposure assessment. Overall PM10 levels (91±124 μg/m(3)) were elevated compared to the World Health Organization (WHO)'s 24-hour air quality guideline (50 μg/m(3)). While average PM2.5 levels (9±14 μg/m(3)) were below the WHO's guideline (25 μg/m(3)), measurements up to 139 μg/m(3) were observed. Compared to cars, average motorcycle and pete-pete PM exposures were four and three times higher for PM2.5, and 13 and 10 times higher for PM10, respectively. Only surgical masks were consistent in lowering PM2.5 and PM10 (pmasks. Individual interventions can effectively reduce individual PM exposures; however, policy interventions will be needed to improve the overall air quality and create safer transportation. Copyright © 2015 Elsevier B.V. All rights reserved.

Measures to improve nuclear power project management

International Nuclear Information System (INIS)

Ma Xinchao

2012-01-01

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

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

DEFF Research Database (Denmark)

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

2016-01-01

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

Nuclear project management experience in Korea

International Nuclear Information System (INIS)

Jae-Pung Jeon

1987-01-01

Korea Electric Power Corporation (KEPCO) has been dereloping nuclear power steadily over last 30 years to support effective economic growth of the nation with cheap electric power. In the course of development, KEPCO has experienced various project management patterns diverging from turn-key contracts with foreign vendors to non-turnkey with local affiliates. To culative own project management capabilities, one has to pay continuous efforts for better management systems development and manpower training. KEPCO is ready to share its priceless experiences gained over last three decades of nuclear project operation with any developing nation. (Liu)

Risk management in product innovation projects

NARCIS (Netherlands)

Halman, J.I.M.; Keizer, J.A.

1993-01-01

In product innovation projects risk management has become increasingly important. Technological and commercial developments ask for effective and efficient product innovation. Systematic diagnosing and management of risks can help to make product innovation projects successful. In this paper a

SRP [Salt Repository Project] configuration management plan

International Nuclear Information System (INIS)

1987-01-01

This configuration management plan describes the organization, policies, and procedures that will be used on the Salt Repository Project (SRP) to implement the configuration management disciplines and controls. Configuration management is a part of baseline management. Baseline management is defined in the SRP Baseline Procedures Notebook and also includes cost and schedule baselines. Configuration management is a discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of an item, to control changes to those characteristics, to record and report change processing and implementation status, and to audit the results. Configuration management is designed as a project management tool to determine and control baselines, and ensure and document all components of a project interface both physically and functionally. The purpose is to ensure that the product acquired satisfies the project's technical and operational requirements, and that the technical requirements are clearly defined and controlled throughout the development and acquisition process. 5 figs

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

National Research Council Canada - National Science Library

Patton, Nanette; Shechet, Allan

2007-01-01

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

Sustainability in Project Management: Reality Bites

NARCIS (Netherlands)

Gilbert Gilbert Silvius; Ron Schipper; Snezana Nedeski

2012-01-01

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

COORDINATES OF A RISK MANAGEMENT PROJECT

Directory of Open Access Journals (Sweden)

ALEXANDRU OLTEANU

2013-05-01

Full Text Available High risk – high benefit: a well-known correlation both in the economic field and in the day-to-day life. Another correlation, on which this article is based: large project – numerous participants – increased risks and other malfunctions. The risk management concept is challenged by those projects and is forced to find the most adequate “customized” ways for each project at its turn. In this respect, the assessment of management has followed the trend of the last three decades, marked by moving of management profit analysis by risk intermediation, respectively the transition from managing profit to risk-return relationship management. Such trend assumes the obligation of participants to identify objectives and expected benefits of the project on the basis of the strategies laid-down, the elements of risk management policies, in conjunction with the indication of the most negative scenarios which they may provide. This activity must take into consideration the process of obtaining and combining human, financial, physical and information resources in order to accomplish the primary goal of the proposed and wanted project by a certain segment of population. Project participants are directed to evaluate their own activities in terms of revenues and risks from the business access, opportunity, operating mode, as well as the limitations and boundaries on certain sides of activity. The paper focuses on the analysis and evaluation of incomes and risks, on simulations to streamline the activities and the determination of the optimal model of project choice. Also, the paper treats the risks that can be taken over by the sponsors, especially those related to implied guaranties, even implied guaranties.

Project management plan : Dallas Integrated Corridor Management (ICM) demonstration project.

Science.gov (United States)

2010-12-01

The Dallas Integrated Corridor Management System Demonstration Project is a multi-agency, de-centralized operation which will utilize a set of regional systems to integrate the operations of the corridor. The purpose of the Dallas ICM System is to im...

Analysis of interactions among barriers in project risk management

Science.gov (United States)

Dandage, Rahul V.; Mantha, Shankar S.; Rane, Santosh B.; Bhoola, Vanita

2018-03-01

In the context of the scope, time, cost, and quality constraints, failure is not uncommon in project management. While small projects have 70% chances of success, large projects virtually have no chance of meeting the quadruple constraints. While there is no dearth of research on project risk management, the manifestation of barriers to project risk management is a less dwelt topic. The success of project management is oftentimes based on the understanding of barriers to effective risk management, application of appropriate risk management methodology, proactive leadership to avoid barriers, workers' attitude, adequate resources, organizational culture, and involvement of top management. This paper represents various risk categories and barriers to risk management in domestic and international projects through literature survey and feedback from project professionals. After analysing the various modelling methods used in project risk management literature, interpretive structural modelling (ISM) and MICMAC analysis have been used to analyse interactions among the barriers and prioritize them. The analysis indicates that lack of top management support, lack of formal training, and lack of addressing cultural differences are the high priority barriers, among many others.

[Sampling methods for PM2.5 from stationary sources: a review].

Science.gov (United States)

Jiang, Jing-Kun; Deng, Jian-Guo; Li, Zhen; Li, Xing-Hua; Duan, Lei; Hao, Ji-Ming

2014-05-01

The new China national ambient air quality standard has been published in 2012 and will be implemented in 2016. To meet the requirements in this new standard, monitoring and controlling PM2,,5 emission from stationary sources are very important. However, so far there is no national standard method on sampling PM2.5 from stationary sources. Different sampling methods for PM2.5 from stationary sources and relevant international standards were reviewed in this study. It includes the methods for PM2.5 sampling in flue gas and the methods for PM2.5 sampling after dilution. Both advantages and disadvantages of these sampling methods were discussed. For environmental management, the method for PM2.5 sampling in flue gas such as impactor and virtual impactor was suggested as a standard to determine filterable PM2.5. To evaluate environmental and health effects of PM2.5 from stationary sources, standard dilution method for sampling of total PM2.5 should be established.

INFORMATION TECHNOLOGY IN INVESTMENT PROJECT MANAGEMENT

Directory of Open Access Journals (Sweden)

Vjacheslav A. Kozlov

2014-01-01

Full Text Available In the article it is proved that use of information technology today is not only something innovative distinctive feature and competitive advantage for organizations, but it is a necessary condition for effective business. The article discusses the main functionality of financial-analytical system Project Expert as an effective tool of investment project management and instrument of business planning. The main advantages which organizations get from Project Expert program use are in detail considered. Thus in the article Project Expert is considered as the effective tool of investment project management which allows to receive a number of advantages and to carry out the qualitative analysis of projects.

76 FR 30920 - Mid-Atlantic Fishery Management Council (MAFMC); Meetings

Science.gov (United States)

2011-05-27

... governance structure for the project, discuss plans for initial awareness phase of project and review the... p.m. to approve the April 2011 minutes, receive Organizational Reports, an update on Office of Law..., discuss Fishery Management Action Team structure and function, [[Page 30921