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Sample records for project management process

  1. 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

  2. Project management process.

    Science.gov (United States)

    2007-03-01

    This course provides INDOT staff with foundational knowledge and skills in project management principles and methodologies. INDOTs project management processes provide the tools for interdisciplinary teams to efficiently and effectively deliver pr...

  3. 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

  4. 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.

  5. 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

  6. 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.

  7. 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

  8. Understanding and Managing Process Interaction in IS Development Projects

    DEFF Research Database (Denmark)

    Bygstad, Bendik; Nielsen, Peter Axel

    2005-01-01

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

  9. Process simulation and parametric modeling for strategic project management

    CERN Document Server

    Morales, Peter J

    2013-01-01

    Process Simulation and Parametric Modeling for Strategic Project Management will offer CIOs, CTOs and Software Development Managers, IT Graduate Students an introduction to a set of technologies that will help them understand how to better plan software development projects, manage risk and have better insight into the complexities of the software development process.A novel methodology will be introduced that allows a software development manager to better plan and access risks in the early planning of a project.  By providing a better model for early software development estimation and softw

  10. Managing projects for life cycle success : perfecting the process

    Energy Technology Data Exchange (ETDEWEB)

    Jenkins, A. [TransCanada PipeLines Ltd., Calgary, AB (Canada); Babuk, T. [Empress International Inc., Westwood, NJ (United States); Mohitpour, M. [Tempsys Pipeline Solutions Inc., Vancouver, BC (Canada)

    2004-07-01

    This paper presented a historical summary of traditional project management along with a discussion on the project management and development philosophy that can be used in a large infrastructure company that develops and operates its own projects and facilities. Two case studies from the experiences of TransCanada Pipelines Limited were also presented. It was suggested that companies seeking a first-rate reputation must maintain a long-term focus with emphasis on the improvement of the total process and harmony with the environment and community. This paper explained how project managers can create balance between the proponents, stakeholders, participants and the people and the environment while ensuring a cost effective quality product over time. Successful project managers were shown to understand and manage the components of scope, time, cost, quality, human resources, communication, risk, purchasing, safety and harmony with the community. Project development from the perspective of an owner-operator was presented with reference to consistency in approach and the decision making process. It was concluded that although project managers should focus on controlling and minimizing capital expenditures during project engineering and construction, the many elements that contribute to a project's value should also be recognized. 10 refs., 6 figs.

  11. Integrating a Procurement Management Process into Critical Chain Project Management (CCPM: A Case-Study on Oil and Gas Projects, the Piping Process

    Directory of Open Access Journals (Sweden)

    Sung-Hwan Jo

    2018-05-01

    Full Text Available Engineering, Procurement, and Construction (EPC of oil and gas megaprojects often experience cost overruns due to substantial schedule delays. One of the greatest causes of these overruns is the mismanagement of the project schedule, with the piping works (prefabrication and installation occupying a majority of that schedule. As such, an effective methodology for scheduling, planning, and controlling of piping activities is essential for project success. To meet this need, this study used the Critical Chain Project Management (CCPM to develop a piping construction delay prevention methodology, incorporating material procurement processes for EPC megaprojects. Recent studies indicate that the traditional scheduling method used on oil and gas mega projects has critical limitations regarding resource scarcity, calculation of activity duration, and dealing with uncertainties. To overcome these limitations, the Theory of Constraints-based CCPM was proposed and implemented to provide schedule buffers management. Nonexistent in literature, and of critical importance, is this paper’s focus on the resource buffer, representing material uncertainty and management. Furthermore, this paper presents a step-by-step process and flow chart for project, construction, and material managers to effectively manage a resource buffer through the CCPM process. This study extends the knowledge of traditional resource buffers in CCPM to improve material and procurement management, thus avoiding the shortage of piping materials and minimizing delays. The resultant process was validated by both deterministic and probabilistic schedule analysis through two case studies of a crude pump unit and propylene compressor installation at a Middle Eastern Refinery Plant Installation. The results show that the CCPM method effectively handles uncertainty, reducing the duration of piping works construction by about a 35% when compared to the traditional method. Furthermore, the

  12. A project management focused framework for assuring quality work processes

    Energy Technology Data Exchange (ETDEWEB)

    Gamsby, S.O.; Mize, J.D. [Allied Signal, Inc., Albuquerque, NM (United States). Federal Mfg. and Technologies; Reid, R.A. [New Mexico Univ., Albuquerque, NM (United States)

    1996-10-01

    Federal Manufacturing & Technologies/New Mexico (FM&T/NM) of AlliedSignal is an organization of approximately 300 associates providing operations support, engineering, and other technical services for DOE, New Mexico`s National Laboratories, etc. Work performed is primarily project-oriented and ranges from executing a major long-term contract for retrofitting and maintaining a large fleet of escort vehicles to creating a single, small, prototype electronic device for measuring radiation in a unique environment. FM&T/NM is functionally organized and operates in a classic matrix format with functional departments providing personnel with technical expertise, necessary physical resources, and administrative support to several project-based groups. Like most matrix-based organizations that provide support to diverse customers, FM&T/NM has encountered problems that occur when a group of project managers is expected to work together in using and scheduling a shared set of limited resources for the good of the organization as a whole. The framework for managing projects that we present focuses on developing, understanding, and managing the relationships between the functional organization structure, the system of work processes, and the management of projects. FM&T/NM retains its functional structure which primarily assigns personnel to work processes. The evolving role of the process leader focuses primarily on designing, managing, and improving the process, and the interactions among the subprocesses. The project manager is responsible for (1) translating customer requirements into product specifications, (2) determining the sequence of activities needed to meet project goals, (3) scheduling the required work processes, (4) monitoring project progress, (5) providing liaison between the customer and process leaders, and (6) having the desired product and/or service delivered to a satisfied customer in a timely manner.

  13. 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.

  14. Accumulating project management knowledge through process theory

    NARCIS (Netherlands)

    Niederman, Fred; March, Salvatore T.; Mueller, Benjamin

    2014-01-01

    This paper describes how the general notion of process theory can provide a foundational component in a portfolio of project management theories. The paper begins by outlining a variety of views pertaining to the nature of theory and theory development. This forms a basis for understanding how

  15. Cultural differences and process adaptation in international R&D project management

    DEFF Research Database (Denmark)

    Li, Xing; Li, J. Z.

    2009-01-01

    In the era of globalization, Western companies have started to explore China as a source of technology. Yet, Western R&D project management processes in China are frequently facing many problems. Some of the problems can be conceptualized by analyzing a number of known cultural contrasts between ...... project success. At the same time, lessons and recommendations on the adaptability to Chinese style business and management interactions will be drawn from the case study for international companies that locate R&D projects in China.......In the era of globalization, Western companies have started to explore China as a source of technology. Yet, Western R&D project management processes in China are frequently facing many problems. Some of the problems can be conceptualized by analyzing a number of known cultural contrasts between...

  16. 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...

  17. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

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

  18. Project and Innovation Management in New Product Development Processes

    DEFF Research Database (Denmark)

    Henriksen, Leif; Gayretli, Ahmet

    2010-01-01

    Although the process of innovation is one of the most important drivers behind the growth and prosperity of today’s global economy, it is one of the least understood. This paper aims to address specific problems in carrying out new product development processes. There are crucial issues related...... to product design processes like inefficient project management, increasing product complexity, conflict management, shortfall of existing methods and tools, and high failures in new product introduction. A new approach has been proposed for a system based platform, which consist of a product platform...

  19. 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.

  20. 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...

  1. IT Project Prioritization Process

    DEFF Research Database (Denmark)

    Shollo, Arisa; Constantiou, Ioanna

    2013-01-01

    In most of the large companies IT project prioritization process is designed based on principles of evidencebased management. We investigate a case of IT project prioritization in a financial institution, and in particular, how managers practice evidence-based management during this process. We use...... a rich dataset built from a longitudinal study of the prioritization process for the IT projects. Our findings indicate that managers reach a decision not only by using evidence but from the interplay between the evidence and the judgment devices that managers employ. The interplay between evidence...

  2. A review of risk management process in construction projects of developing countries

    Science.gov (United States)

    Bahamid, R. A.; Doh, S. I.

    2017-11-01

    In the construction industry, risk management concept is a less popular technique. There are three main stages in the systematic approach to risk management in construction industry. These stages include: a) risk response; b) risk analysis and evaluation; and c) risk identification. The high risk related to construction business affects each of its participants; while operational analysis and management of construction related risks remain an enormous task to practitioners of the industry. This paper tends towards reviewing the existing literature on construction project risk managements in developing countries specifically on risk management process. The literature lacks ample risk management process approach capable of capturing risk impact on diverse project objectives. This literature review aims at discovering the frequently used techniques in risk identification and analysis. It also attempts to identify response to clarifying the different classifications of risk sources in the existing literature of developing countries, and to identify the future research directions on project risks in the area of construction in developing countries.

  3. Data processing project management in the construction of plants and power stations

    International Nuclear Information System (INIS)

    Huelsen, H.; Hayen, W.

    1987-01-01

    The requirements of project management in plant construction i.e. basic data, supervision and control became more and more detailed. These requirements can only satisfactorily be met with the help of data processing. Piping design requires up to 50% of the whole amount of engineering in design and management of plant construction. We present data processing project management system which explains the connections of single aspects. Its connections consists of: collection of basic data, plant design and installation, supervision of planning and installation, planning and calculation, collection, use, administration and approval of plan data, procurement material, construction of the model (1:25), and installation. (orig.) [de

  4. Managing Service Development (SaaS) as a project: business process modeling

    OpenAIRE

    Iliadi, Vasiliki; Ηλιάδη, Βασιλική

    2017-01-01

    In the context of the present thesis, we will be studying core principles of Business Process Management, and how we can take advantage of them in combination with Project Management Methodologies and modeling tools in the context of Software as a Service businesses and their development. Initially we provide the reader with an introduction to Business Process Management, how it can be used, and how the life cycle is structured. We further define the first three phases of the life cycle to...

  5. Understanding and Managing Process Interaction in IS Development Projects

    DEFF Research Database (Denmark)

    Bygstad, Bendik; Nielsen, Peter Axel

    2012-01-01

    Software-based information systems must be developed and implemented as a part of business change. This is a major challenge, since business change and the development of software-based information systems usually are performed in separate processes. Thus, there is a need to understand and manage...... critical events in the case, what led to the events, and what the consequences are. We discuss the implications for information systems research and in particular we discuss the contribution to project management of iterative and incremental software development.......Software-based information systems must be developed and implemented as a part of business change. This is a major challenge, since business change and the development of software-based information systems usually are performed in separate processes. Thus, there is a need to understand and manage...

  6. NHDOT : process for municipally managed state aid highway program projects

    Science.gov (United States)

    2006-05-23

    The design and construction of Municipally Managed State Aid Highway Program projects must comply with the requirements in this guideline in order to receive State Aid under the applicable provisions of RSA 235. Under this process, State Aid Construc...

  7. 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...

  8. Integrating fuel treatment into ecosystem management: A proposed project planning process

    Science.gov (United States)

    Keith D. Stockmann; Kevin D. Hyde; J. Greg Jones; Dan R. Loeffler; Robin P. Silverstein

    2010-01-01

    Concern over increased wildland fire threats on public lands throughout the western United States makes fuel reduction activities the primary driver of many management projects. This single-issue focus recalls a management planning process practiced frequently in recent decades - a least-harm approach where the primary objective is first addressed and then plans are...

  9. Project Communication in Functions, Process and Project-Oriented Industiral Companies

    Science.gov (United States)

    Samáková, Jana; Koltnerová, Kristína; Rybanský, Rudolf

    2012-12-01

    The article is focused on the project communication management. Industrial enterprises, which use project management must constantly search the new ways for improving. One of the possibilities is the change of management from a functional oriented to the projectoriented or process-oriented. Process-oriented and project-oriented companies have better project communication management during the all project life cycle. Communication in the project is a very important factor. According to the arguments of several authors, one of the biggest problem is that threaten the success of the project is just the communication. In each project is an important pillar - and that is communication. Only on the base of communication can the project move forward and achieve the target.

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

    OpenAIRE

    Abdubaliev, Ulukbek; Akysheva, Aizhan

    2017-01-01

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

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

    International Nuclear Information System (INIS)

    Vinas Pena, P.

    2015-01-01

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

  12. 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 ...

  13. 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.

  14. 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.

  15. Waste receiving and processing facility module 1 data management system software project management plan

    International Nuclear Information System (INIS)

    Clark, R.E.

    1994-01-01

    This document provides the software development plan for the Waste Receiving and Processing (WRAP) Module 1 Data Management System (DMS). The DMS is one of the plant computer systems for the new WRAP 1 facility (Project W-026). The DMS will collect, store, and report data required to certify the low level waste (LLW) and transuranic (TRU) waste items processed at WRAP 1 as acceptable for shipment, storage, or disposal

  16. 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

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

    Science.gov (United States)

    Raiman, Laura B.

    1992-12-01

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

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

    Science.gov (United States)

    Raiman, Laura B.

    1992-01-01

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

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

    Science.gov (United States)

    Burgher, Karl E.; Snyder, Michael B.

    2012-01-01

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

  20. Linking Effective Project Management to Business Strategy in Oil and Gas Industry through Decision-making Processes

    Science.gov (United States)

    Adeleke, Adeyinka

    The construction project in the oil and gas industry covers the entire spectrum of hydrocarbon production from the wellhead (upstream) to downstream facilities. In each of these establishments, the activities in a construction project include: consulting, studies, front-end engineering, detail engineering, procurement, program management, construction, installation, commissioning and start-up. Efficient management of each of the activities involved in construction projects is one of the driving forces for the successful completion of the project. Optimizing the crucial factors in project management during each phase of a project in an oil and gas industry can assist managers to maximize the use of available resources and drive the project to successful conclusions. One of these factors is the decision-making process in the construction project. Current research effort investigated the relationship between decision-making processes and business strategy in oil and gas industry using employee surveys. I recruited employees of different races, age group, genders, and years of experience in order understand their influence on the implementation of the decision-making process in oil and gas industry through a quantitative survey. Decision-making was assessed using five decision measures: (a) rational, (b) intuitive, (c) dependent, (d) avoidant, and (e) spontaneous. The findings indicated gender, age, years of work experience and job titles as primary variables with a negative relationship with decision-making approach for employees working in a major oil and gas industry. The study results revealed that the two most likely decision-making methods in oil and gas industry include: making a decision in a logical and systematic way and seek assistance from others when making a decision. Additionally, the two leading management approaches to decision-making in the oil and gas industry include: decision analysis is part of organization culture and management is committed to

  1. 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.

  2. 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.

  3. 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.

  4. UMTRA Surface Project management action process document: Final. Revision 2

    International Nuclear Information System (INIS)

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites

  5. UMTRA Surface Project management action process document: Final. Revision 2

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites.

  6. APPLICATION OF METHODS OF LOGISTICS AND PROJECT MANAGEMENT FOR THE CONSTRUCTION OF MANAGEMENT MODEL OF BUSINESS PROCESSES IN THE NETWORK

    Directory of Open Access Journals (Sweden)

    Наталія Іванівна ЧУХРАЙ

    2016-02-01

    Full Text Available In terms of the dynamic development of network economy for effective decision-making managers of enterprises should be combined methods of logistics and project management to obtain the positive synergistic effect. It is shown that the basis of objective measures aimed at minimizing transaction costs. Solving this problem is associated with the development of the structural shell of business enterprises, which continue to evolve rapidly. Organization joint coordinated work in the same virtual information field together geographically separated users opens up entirely new possibilities for improving the mechanisms of project management and logistics. It was reviewed the evolution tool of business process and identified key business processes in networks. The analysis of support for business processes in logistics networks contains a list of basic management mechanisms. It was developed the model of economic and mathematical business process management in structural shell business. The semantic content of the objective function is to minimize transaction costs.

  7. Integrated Project Management System description

    International Nuclear Information System (INIS)

    1994-09-01

    The Integrated Program Management System (IPMS) Description is a ''working'' document that describes the work processes of the Uranium Mill Tailings Remedial Action Project Office (UMTRA) and IPMS Group. This document has undergone many revisions since the UMTRA Project began; this revision not only updates the work processes but more clearly explains the relationships between the Project Office, contractors, and other participants. The work process flow style has been revised to better describe Project work and the relationships of participants. For each work process, more background and guidance on ''why'' and ''what is expected'' is given. For example, a description of activity data sheets has been added in the work organization and the Project performance and reporting processes, as well as additional detail about the federal budget process and funding management and improved flow charts and explanations of cost and schedule management. A chapter has been added describing the Cost Reduction/Productivity Improvement Program. The Change Control Board (CCB) procedures (Appendix A) have been updated. Project critical issues meeting (PCIM) procedures have been added as Appendix B. Budget risk assessment meeting procedures have been added as Appendix C. These appendices are written to act as stand-alone documentation for each process. As the procedures are improved and updated, the documentation can be updated separately

  8. 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

  9. Project Portfolio Management Applications Testing

    OpenAIRE

    Paul POCATILU

    2006-01-01

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

  10. 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)

  11. Project Hanford management contract quality improvement project management plan; TOPICAL

    International Nuclear Information System (INIS)

    ADAMS, D.E.

    1999-01-01

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

  12. 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...

  13. 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

  14. The application of modern project management principles and processes in major nuclear decommissioning programmes

    International Nuclear Information System (INIS)

    Bayliss, C. R.

    2003-01-01

    The UKAEA has embarked upon an accelerated programme of decommissioning works. This has resulted in a review of its project management systems and processes. This paper describes these processes and their application to nuclear decommissioning and associated new build construction projects. Efficiencies from these processes are necessary. In addition this paper describes how UKAEA, where appropriate, utilizes modern forms of alliance contract so as to work in partnership with its contractors. (author)

  15. 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.

  16. 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....

  17. A proposed selection process in Over-The-Top project portfolio management

    Directory of Open Access Journals (Sweden)

    Jemy Vestius Confido

    2018-05-01

    Full Text Available Purpose: The purpose of this paper is to propose an Over-The-Top (OTT initiative selection process for communication service providers (CSPs entering an OTT business. Design/methodology/approach: To achieve this objective, a literature review was conducted to comprehend the past and current practices of the project (or initiative selection process as mainly suggested in project portfolio management (PPM. This literature was compared with specific situations and the needs of CSPs when constructing an OTT portfolio. Based on the contrast between the conventional project selection process and specific OTT characteristics, a different selection process is developed and tested using group model-building (GMB, which involved an in-depth interview, a questionnaire and a focus group discussion (FGD. Findings: The paper recommends five distinct steps for CSPs to construct an OTT initiative portfolio: candidate list of OTT initiatives, interdependency diagram, evaluation of all interdependent OTT initiatives, evaluation of all non-interdependent OTT initiatives and optimal portfolio of OTT initiatives. Research limitations/implications: The research is empirical, and various OTT services are implemented; the conclusion is derived only from one CSP, which operates as a group. Generalization of this approach will require further empirical tests on different CSPs, OTT players or any firms performing portfolio selection with a degree of interdependency among the projects. Practical implications: Having considered interdependency, the proposed OTT initiative selection steps can be further implemented by portfolio managers for more effective OTT initiative portfolio construction. Originality/value: While the previous literature and common practices suggest ensuring the benefits (mainly financial of individual projects, this research accords higher priority to the success of the overall OTT initiative portfolio and recommends that an evaluation of the overall

  18. 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,…

  19. Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach

    NARCIS (Netherlands)

    Miao, Yongwu; Sloep, Peter; Koper, Rob

    2009-01-01

    Miao, Y., Sloep, P. B., & Koper, R. (2009). Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach. Presented at the 'Open workshop of TENCompetence - Rethinking Learning and Employment at a Time of Economic Uncertainty-event'. November, 19, 2009,

  20. Management oriented process

    International Nuclear Information System (INIS)

    2004-01-01

    ANAV decided to implement process-oriented management by adopting the U. S. NEI (Nuclear Electric Industry) model. The article describes the initial phases of the project, its current status and future prospects. The project has been considered as an improvement in the areas of organization and human factors. Recently, IAEA standard drafts are including processes as an accepted management model. (Author)

  1. 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.

  2. Document Management Projects: implementation guide

    Directory of Open Access Journals (Sweden)

    Beatriz Bagoin Guimarães

    2016-12-01

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

  3. Integrating Process Management with Archival Management Systems: Lessons Learned

    Directory of Open Access Journals (Sweden)

    J. Gordon Daines, III

    2009-03-01

    Full Text Available The Integrated Digital Special Collections (INDI system is a prototype of a database-driven, Web application designed to automate and manage archival workflow for large institutions and consortia. This article discusses the how the INDI project enabled the successful implementation of a process to manage large technology projects in the Harold B. Lee Library at Brigham Young University. It highlights how the scope of these technology projects is set and how the major deliverables for each project are defined. The article also talks about how the INDI system followed the process and still failed to be completed. It examines why the process itself is successful and why the INDI project failed. It further underscores the importance of process management in archival management systems.

  4. The process of life-cycle cost analysis on the Fernald Environmental Management Project

    International Nuclear Information System (INIS)

    Chang, D.Y.; Jacoboski, J.A.; Fisher, L.A.; Beirne, P.J.

    1993-01-01

    The Estimating Services Department of the Fernald Environmental Restoration Management Corporation (FERMCO) is formalizing the process of life-cycle cost analysis (LCCA) for the Fernald Environmental Management Project (FEMP). The LCCA process is based on the concepts, principles, and guidelines described by applicable Department of Energy's (DOE) orders, pertinent published literature, and the National Bureau of Standards handbook 135. LCC analyses will be performed following a ten-step process on the FEMP at the earliest possible decision point to support the selection of the least-cost alternatives for achieving the FERMCO mission

  5. Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach

    NARCIS (Netherlands)

    Miao, Yongwu; Sloep, Peter; Koper, Rob

    2009-01-01

    Miao, Y., Sloep, P. B., & Koper, R. (2010). Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach. In D. Griffiths & R. Koper (Eds.), Rethinking Learning and Employment at a Time of Economic Uncertainty. Proceedings of the 6th TENCompetence Open

  6. 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.

  7. Project Management

    DEFF Research Database (Denmark)

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

    2015-01-01

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

  8. 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...

  9. Finance and supply management project execution plan; TOPICAL

    International Nuclear Information System (INIS)

    BENNION, S.I.

    1999-01-01

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

  10. 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...

  11. A fuzzy hybrid approach for project manager selection

    Directory of Open Access Journals (Sweden)

    Ahmad Jafarnejad Chaghooshi

    2016-09-01

    Full Text Available Suitable project manager has a significant impact on successful accomplishment of the project. Managers should possess such skills in order to effectively cope with the competition. In this respect, selecting managers based on their skills can lead to a competitive advantage towards the achievement of organizational goals. selection of the suitable project manager can be viewed as a multi-criteria decision making (MCDM problem and an extensive evaluation of criteria, such as Technical skills, experience skills, Personal qualities and the related criteria must be considered in the selection process of project manager. The fuzzy set theory and MCDM methods appears as an essential tools to provide a decision framework that incorporates imprecise judgments and multi criteria nature of project manager selection process inherent in this process. This paper proposes the joint use of the Fuzzy DEMATEL (FDEMATEL and Fuzzy VIKOR methods for the decision-making process of selecting the most suitable managers for projects. First, with the opinions of the senior managers based on project management competency model (ICB-IPMA, all the criteria required for the selection are gathered. Then the FDEMATEL method is used to prioritize the importance of various criteria and FVIKOR used to rank the alternatives in a preferred order to select the best project managers from a number of alternatives. Next, a real case study used to illustrate the process of the proposed method. Finally, some conclusions are discussed at the end of this study.

  12. 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

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

    Directory of Open Access Journals (Sweden)

    Juliana M. Sulejmanova

    2013-01-01

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

  14. 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

  15. 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.

  16. Design project management mode as the introduction

    International Nuclear Information System (INIS)

    Zhang Xiaoping

    2014-01-01

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

  17. 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)

  18. Strategic Project Management at the NASA Kennedy Space Center

    Science.gov (United States)

    Lavelle, Jerome P.

    2000-01-01

    This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

  19. 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...

  20. Exploring the Project Portfolio Manager's Role : Between a Data Manager and a Strategic Advisor

    NARCIS (Netherlands)

    Filippov, S.; Van der Weg, R.; Van Ogtrop, F.; Beelen, P.; Mooi, H.

    2014-01-01

    Many companies adopt project portfolio management processes to manage multi-project environments effectively and efficiently. One of the key roles in this process is assigned to the project portfolio manager. This role is formally defined in various guidelines and standards of portfolio management.

  1. 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.

  2. Management of uranium mining and processing wastes at Turamdih project

    International Nuclear Information System (INIS)

    Puri, R.C.; Verma, R.P.

    1991-01-01

    Based on environmental impact assessment, comprehensive plan for management of wastes has been drawn up. No solid waste from the mine is being disposed off outside the project area. The quantity of waste generated after processing of ore is large because of low content of uranium in the ore. A big tailings pond has been planned in specially selected suitable valley near the plant. No liquid effluents are to be discharged into general surrounding environment. Mine water is to be fed to the process plant. Effluents from tailings pond will be collected in a storage cum evaporation pond. All water from different zones of the project shall be collected in zonal ponds and then pumped to tailings effluent storage pond. All the ponds will be provided with requisite impervious liners. The effluents of the storage pond will be treated for removal of radium and manganese and discharged into monitoring pond. Large surface areas for various ponds are envisaged to take advantage of evaporation with aim for zero discharge. To reduce impact from gaseous emissions, high efficiency dust suppression and extraction systems shall be provided. High stacks have been incorporated for DG set, boiler plants, sulphuric acid plant and dust extraction systems for crushing and grinding section and the quality of discharges will be very much within the prescribed limits. The paper describes the management plan in detail. (author)

  3. 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.

  4. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2017-11-01

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

  5. Review of the project risk management plan in the capital projects organization at ConocoPhillips

    OpenAIRE

    Meidell, Camilla

    2011-01-01

    Master's thesis in Risk management Project Risk Management (PRM) has in recent years become an important aspect of business organization and project management. There has always been a requirement for some risk management at COPNO. However about 3 years ago the process became much more defined and has become a requirement for the contingency used on projects to be based upon the risking process. Since risk management in projects is a requirement in the CP organization it is ...

  6. 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

  7. 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.

  8. 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.

  9. 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. .

  10. The study of the risk management model of construction project

    International Nuclear Information System (INIS)

    Jiang Bo; Feng Yanping; Liu Changbin

    2010-01-01

    The paper first analyzed the development of the risk management of construction project and the risk management processes, and then briefly introduced the risk management experience of foreign project management. From the project management by objectives point of view, the greatest risk came from the lack of clarity of the objectives in the project management, which led to the project's risk emergence. In the analysis of the principles of the project objectives identification and risk allocation, the paper set up a project management model which insurance companies involved in the whole process of the project management, and simply analyzed the roles of insurance company at last. (authors)

  11. An Operational ’Project Management Culture’ Framework (Part 1

    Directory of Open Access Journals (Sweden)

    Yvonne du Plessis

    2006-11-01

    Full Text Available The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982 definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.

  12. 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....

  13. SNF Project Engineering Process Improvement Plan

    International Nuclear Information System (INIS)

    DESAI, S.P.

    2000-01-01

    This plan documents the SNF Project activities and plans to support its engineering process. It describes five SNF Project Engineering initiatives: new engineering procedures, qualification cards process; configuration management, engineering self assessments, and integrated schedule for engineering activities

  14. 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

  15. UMTRA Surface Project management action process document. Final report: Revision 1

    International Nuclear Information System (INIS)

    1996-04-01

    A critical mission of the US Department of Energy (DOE) is the planning, implementation, and completion of environmental restoration (ER) programs at facilities that were operated by or in support of the former Atomic Energy Commission (AEC) from the late 1940s into the 1970s. Among these facilities are the 24 former uranium mill sites designed in the Uranium Mill Tailings Radiation Control Act (UMTRCA) of 1978 (42 USC section 7901 et seq.) Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designated sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project only; a separate MAP document has been prepared for the UMTRA Ground Water Project

  16. Portfolio management for investment projects in the construction industry

    Directory of Open Access Journals (Sweden)

    Kozlov Alexander

    2017-01-01

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

  17. 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

  18. 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...

  19. SRP [Salt Repository Project] configuration management plan

    International Nuclear Information System (INIS)

    1987-01-01

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

  20. 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…

  1. Exploitation and Benefits of BIM in Construction Project Management

    Science.gov (United States)

    Mesároš, Peter; Mandičák, Tomáš

    2017-10-01

    BIM is increasingly getting into the awareness in construction industry. BIM is the process of creating and data managing of the building during its life cycle. BIM became a part of management tools in modern construction companies. Construction projects have a number of participants. It means difficulty process of construction project management and a serious requirement for processing the huge amount of information including design, construction, time and cost parameters, economic efficiency and sustainability. Progressive information and communication technologies support cost management and management of construction project. One of them is Building Information Modelling. Aim of the paper is to examine the impact of BIM exploitation and benefits on construction project management in Slovak companies.

  2. Developing Process Competencies in Co-orperation, Learning and Project Management

    DEFF Research Database (Denmark)

    Kolmos, Anette; Kofoed, Lise Busk

    2002-01-01

    The paper presents an analysis of the course, " Co-operation, Learning, and Project Management" for first year students in the Department of Engineering and Science at Aalborg University, Denmark.......The paper presents an analysis of the course, " Co-operation, Learning, and Project Management" for first year students in the Department of Engineering and Science at Aalborg University, Denmark....

  3. EPOS Thematic Core Service Anthropogenic Hazards for SHEER project: maintain, process and manage your project research data

    Science.gov (United States)

    Orlecka-Sikora, Beata; Lasocki, Stanislaw; Staszek, Monika; Olszewska, Dorota; Urban, Pawel; Jaroslawski, Janusz; Cielesta, Szymon; Mirek, Janusz; Wiszniowski, Jan; Picozzi, Matteo; Solaro, Giuseppe; Pringle, Jamie; Toon, Sam; Cesca, Simone; Kuehn, Daniela; Ruigrok, Elmer; Gunning, Andrew; Isherwood, Catherine

    2017-04-01

    The main objective of the "Shale gas exploration and exploitation induced risks - SHEER" project (Horizon 2020, call LCE 16-2014) is to develop a probabilistic methodology to assess and mitigate the short- and the long-term environmental risks associated with the exploration and exploitation of shale gas. To this end, the SHEER project makes use of a large amount of heterogeneous data of various types. This data, from different disciplines of science e.g. geophysical, geochemical, geological, technological, etc., must be homogenized, harmonized and made accessible exclusively for all project participants. This requires to develop an over-arching structure for high-level multidisciplinary data integration. The bespoke solution is provided by Thematic Core Service Anthropogenic Hazards (TCS AH) developed in the framework of European Plate Observing System Program (https://tcs.ah-epos.eu/, infrastructural projects IS-EPOS, POIG.02.03.00-14-090/13-00 and EPOS IP, H2020-INFRADEV-1-2015-1). TCS AH provides virtual access to a comprehensive, wide-scale and high quality research infrastructure in the field of induced seismicity and other anthropogenic hazards evoked by exploration and exploitation of geo-resources. TCS AH is designed as a functional e-research environment to ensure a researcher the maximum possible freedom for experimentation by providing a virtual laboratory flexible to create own workspace for processing streams. A data-management process promotes the use of research infrastructure in novel ways providing an access to (i) data gathered in the so-called "episodes", comprehensively describing a geophysical process, induced or triggered by human technological activity, which under certain circumstances can become hazardous for people, infrastructure and the environment, (ii) problem-oriented, specific services, with the particular attention devoted to methods analyzing correlations between technology, geophysical response and resulting hazards, (iii) the

  4. Draft project management update to the Iowa DOT Project Development Manual : final report.

    Science.gov (United States)

    2016-08-01

    This work supported drafting project management guidance for the Iowa Department of Transportation (DOT). The goal is to : incorporate a greater focus on project management in their project development process. : A technical advisory committee (TAC) ...

  5. 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"--

  6. 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.

  7. THE SYSTEM OF PROCESSES AND PROJECTS OF THE AIRCRAFT AIRWORTHINESS MAINTENANCE

    Directory of Open Access Journals (Sweden)

    Alexander A. Itskovich

    2018-01-01

    Full Text Available The concept of the aviation enterprise as a unified system of processes and projects of the aircraft airworthiness maintenance (AAM is presented. The relevance of project management tools usage, including the transport branch, is noted; the examples of successful implementation of the development projects at domestic enterprises manufacturing aircraft engines are given. A scheme for the classification of the AAM projects and processes, reflecting their interrelationship, is proposed. The operational activity of the enterprise is a combination of its business processes. The company selects plans and implements the relevant projects for the business processes optimization. At the same time, the projects themselves are the objects of management based on standardized processes. The processes of project management and the main processes of the enterprise are also interrelated and can be objects included in the unified regulations of its units. Increasing the efficiency of operational processes and processes of the aviation enterprise management is the goal of development projects, which are divided into investment projects and organizational changes projects.Limitation of organizational and financial resources of the company requires the identification and systematization of all projects and processes, while the application of project management standards allows to analyze the opportunities and to determine the sequence of their implementation. The importance of accumulating experience of completed projects is shown; the results can become typical methods for planning, organizing the implementation and monitoring of AAM projects. Specific forms of the project management standards implementation for AN-124-100 constructive modification project in LLC Volga-Dnepr Airlines are demonstrated: the control events plan and the project team formation.

  8.  Project Management as a Global Trend for Organization Work

    DEFF Research Database (Denmark)

    Kampf, Constance

    in multination and global companies, understanding the power of visual rhetoric, genre and writing processes in the context of project management documentation can be an advantage for technical communicators.  In addition, project management tools and online documentation spaces are objects which cross...... Project Management as a Global Trend for Organization Work: Implications for Technical Communication Project Management tools and processes offer a visual approach to producing knowledge about a project in order to complete it.  As project management practices are used with increasing frequency......-cultural teams use to function.  This presentation will explore the potential of Project Management to be tightly integrated in Technical Communication curricula through a communications approach to project management.  Questions for discussion include: How tightly is project management integrated into different...

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

    International Nuclear Information System (INIS)

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

    1995-12-01

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

  10. 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.

  11. The role of project manager in benefits realization management as a project constraint/driver

    Directory of Open Access Journals (Sweden)

    Amr Mossalam

    2016-12-01

    In summary, the results of this paper can be used to: enlarging the project manager responsibilities to acquire the benefits realization, giving a high level 6-step process for benefits management, suggesting a mechanism for managing these benefits through benefits register, benefits realization plan, measures and KPIs and closure business case.

  12. 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...

  13. Uranium Mill Tailings Remedial Action Project surface project management plan

    International Nuclear Information System (INIS)

    1994-09-01

    This Project Management Plan describes the planning, systems, and organization that shall be used to manage the Uranium Mill Tailings Remedial Action Project (UMTRA). US DOE is authorized to stabilize and control surface tailings and ground water contamination at 24 inactive uranium processing sites and associated vicinity properties containing uranium mill tailings and related residual radioactive materials

  14. Knowledge Management in Projects: Insights from two Perspectives

    DEFF Research Database (Denmark)

    Christensen, Karina Skovvang; Bukh, Per Nikolaj

    2009-01-01

    The article focuses on how managerial options in relation to development and sharing of knowledge in projects can be extended by analysing project management from two different, but complementary, knowledge management perspectives: an artefact-oriented and a process-oriented perspective. Further......, the article examines how a similar project management model is used in two different organisations and how its role in knowledge management differs dependent on other knowledge management initiatives and how the production processes are structured. Following the artefact-oriented perspective, the explicit...... dimension of knowledge can be captured, retrieved and reused using knowledge management systems. From the process-oriented perspective, focus is on the tacit or implicit dimension of knowledge and the context for understanding the information is more important. It is concluded that if a company offers...

  15. Using project management techniques in hydro-relicensing

    International Nuclear Information System (INIS)

    Dominie, D.; Richard, J.

    1991-01-01

    This paper reports that to answer a pressing need for managing today's complex process and requirements of hydro relicensing, Central Maine Power Company has applied the principles of project management, including the use of computerized scheduling to its hydro relicensing efforts. This approach involves early inter-departmental cooperation in mapping out critical path scheduling by requiring the project team to: Outline the scope of the project in its entirety. Clarify and define components of the project. Quantify and categorize assumptions and dependencies. Identify constraints. The computer-generated schedule of this cooperative planning effort provides a graphic representation of the team's plan and become the focal point for refinements and adjustments necessary to complete an application on time. The use of project management techniques facilities team understanding of the realities and limitations in the relicensing process. These techniques encourage cooperative action, and use a solution-oriented process resulting in a product which can be a useful tool in communicating with resource agencies and regulators

  16. 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.

  17. 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...

  18. 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

  19. Document Management Projects: implementation guide

    OpenAIRE

    Beatriz Bagoin Guimarães

    2016-01-01

    Records Management System implementation is a complex process that needs to be executed by a multidisciplinary team and involves components of apparently non-related areas such as archival science, computer engineering, law, project management and human resource management. All of them are crucial and complementary to guarantee a full and functional implementation of a system and a perfect fusion with the connected processes and procedures. The purpose of this work is to provide organizations...

  20. A portfolio management system in the strategic management process

    Directory of Open Access Journals (Sweden)

    Qifan Huang

    2017-02-01

    Full Text Available Strategic management is the process of “what we are” which decides and implements “what we intend to be and how we are going to get there.” Strategy describes how an organization intends to compete with the resource available in the existing and perceived future environment. “Project management” is ancient, but also emerging. The wise human ancestors left numerous miracles with us, project management is a branch of the discipline of management, including the pyramids, statues of Zeus, Lighthouse of Alexandria, etc., which are brilliant pages in the history of project management. A project is a plan to solve the problem and effectively complete the established goal of the projects, so you have to go on strategic management for the project. Policy management is the means to achieve its objectives, including planning, implementation and control process. Strategic management is to gather staffs with different functions and form the project team. Due to its properties with a variety of different functions, more flexible management of property strategy in accordance with its special functions should be made in response to the changing internal and external environment. Management of functions is the role and performance management. It is not crime and punishment, but sparse and guide. Instead of the occurrence and discovery of issues, the difficulty is finding the solutions to problems by observations and recommendations. The management functions need to recognize their own responsibilities, and help the company to have a more long-term development of rational thinking.

  1. Project No. 7 - Decommissioning unit at Ignalina NPP. (Engineering and project management)

    International Nuclear Information System (INIS)

    2000-01-01

    In order to manage decommissioning process at Ignalina NPP, a new unit should be established in the framework of the Ignalina NPP organizational structure. The on-site Engineering Project Management Unit (PMU) will adopt an integrated approach to project management , engineering design, planning, procurement, safety and licensing activities at Ignalina NPP site. The PMU will assist the Ignalina NPP management in the development of an integrated decommissioning and waste management strategy

  2. Analysis of a Knowledge-Management-Based Process of Transferring Project Management Skills

    Science.gov (United States)

    Ioi, Toshihiro; Ono, Masakazu; Ishii, Kota; Kato, Kazuhiko

    2012-01-01

    Purpose: The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM). Design/methodology/approach: The literature contains studies on methods to extract experiential knowledge in PM, but few studies exist that focus on methods to convert…

  3. 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.

  4. Augmenting SCA project management and automation framework

    Science.gov (United States)

    Iyapparaja, M.; Sharma, Bhanupriya

    2017-11-01

    In our daily life we need to keep the records of the things in order to manage it in more efficient and proper way. Our Company manufactures semiconductor chips and sale it to the buyer. Sometimes it manufactures the entire product and sometimes partially and sometimes it sales the intermediary product obtained during manufacturing, so for the better management of the entire process there is a need to keep the track record of all the entity involved in it. Materials and Methods: Therefore to overcome with the problem the need raised to develop the framework for the maintenance of the project and for the automation testing. Project management framework provides an architecture which supports in managing the project by marinating the records of entire requirements, the test cases that were created for testing each unit of the software, defect raised from the past years. So through this the quality of the project can be maintained. Results: Automation framework provides the architecture which supports the development and implementation of the automation test script for the software testing process. Conclusion: For implementing project management framework the product of HP that is Application Lifecycle management is used which provides central repository to maintain the project.

  5. Modern project-management

    CERN Multimedia

    CERN. Geneva

    2003-01-01

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

  6. Adapt! – Agile Project Management Supported by Axiomatic Design

    Directory of Open Access Journals (Sweden)

    Weber Jakob

    2017-01-01

    Full Text Available This paper presents a novel approach for the use of Axiomatic Design Theory in combination with agile project management methods like Scrum for an effective, structured and combined product design and development process. Agile project management methods give a guideline how to manage a project, but there is only minor assistance regarding the actual product development process itself. Axiomatic Design can be used to support these methods in this point. In concrete terms, the results of the decomposition process of this theory can be used to formulate and structure the work packages for the agile project managing process. The Independence Axiom of Axiomatic Design Theory has a substantial contribution by ensuring the independence of the work packages which can be assigned to different project team members and can be processed independently by them. The combination of the different methods not only helps to ensure a good design solution but also helps to work more agile within a project team. The here proposed approach is one part of a holistic product design and development process for changeable production units – called Adapt! – and is described within a use case in the automotive sector.

  7. 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.

  8. Effects of Risk Management Practices on IT Project Success

    Directory of Open Access Journals (Sweden)

    Pimchangthong Daranee

    2017-03-01

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

  9. 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

  10. Climate Change Risk Management: CRE Adaptation Projects and the Risk Management Process

    Science.gov (United States)

    This document describes National Estuary Program partner projects that demonstrate how risk management can be successfully applied to address environmental challenges in our country’s coastal areas.

  11. 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.

  12. Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach

    OpenAIRE

    Miao, Yongwu; Sloep, Peter; Koper, Rob

    2009-01-01

    Miao, Y., Sloep, P. B., & Koper, R. (2010). Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach. In D. Griffiths & R. Koper (Eds.), Rethinking Learning and Employment at a Time of Economic Uncertainty. Proceedings of the 6th TENCompetence Open workshop (pp. 22-33). November, 19-20, 2009, Manchester, UK. Bolton, UK: Institute for Educational Cybernetics, The University of Bolton. For the complete book please see http://hdl.handle.net/1820/3191

  13. Prioritization of proposed waste management construction projects for the Waste Management program within the Department of Energy

    International Nuclear Information System (INIS)

    Johnson, J.V.

    1995-01-01

    A prioritization process is used to evaluate and rank proposed construction projects within the Department of Energy's Waste Management program. The process is used to determine which projects should proceed with conceptual design activities. The proposed construction projects are evaluated against a set of criteria which reflect Waste Management priorities. A management review team ranks and scores the projects thereby generating a prioritized list of projects. Despite decreasing budgets and changing political climates, the process has been a successful decision-aiding tool for selecting construction projects to carry out the Waste Management mission within the Department of Energy

  14. Reengineering the Project Design Process

    Science.gov (United States)

    Casani, E.; Metzger, R.

    1994-01-01

    In response to NASA's goal of working faster, better and cheaper, JPL has developed extensive plans to minimize cost, maximize customer and employee satisfaction, and implement small- and moderate-size missions. These plans include improved management structures and processes, enhanced technical design processes, the incorporation of new technology, and the development of more economical space- and ground-system designs. The Laboratory's new Flight Projects Implementation Office has been chartered to oversee these innovations and the reengineering of JPL's project design process, including establishment of the Project Design Center and the Flight System Testbed. Reengineering at JPL implies a cultural change whereby the character of its design process will change from sequential to concurrent and from hierarchical to parallel. The Project Design Center will support missions offering high science return, design to cost, demonstrations of new technology, and rapid development. Its computer-supported environment will foster high-fidelity project life-cycle development and cost estimating.

  15. Risk management methodology for RBMN project

    International Nuclear Information System (INIS)

    Borssatto, Maria F.B.; Tello, Cledola C.O.; Uemura, George

    2013-01-01

    RBMN Project has been developed to design, construct and commission a national repository to dispose the low- and intermediate-level radioactive wastes from the operation of nuclear power plants and other industries that use radioactive sources and materials. Risk is a characteristic of all projects. The risks arise from uncertainties due to assumptions associated with the project and the environment in which it is executed. Risk management is the method by which these uncertainties are systematically monitored to ensure that the objectives of the project will be achieved. Considering the peculiarities of the Project, that is, comprehensive scope, multidisciplinary team, apparently polemic due to the unknowing of the subject by the stake holders, especially the community, it is being developed a specific methodology for risk management of this Project. This methodology will be critical for future generations who will be responsible for the final stages of the repository. It will provide greater guarantee to the processes already implemented and will maintain a specific list of risks and solutions for this Project, ensuring safety and security of the repository throughout its life cycle that is the planned to last at least three hundred years. This paper presents the tools and processes already defined, management actions aimed at developing a culture of proactive risk in order to minimize threats to this Project and promote actions that bring opportunities to its success. The methodology is based on solid research on the subject, considering methodologies already established and globally recognized as best practices for project management. (author)

  16. APPLICATION OF PROJECT MANAGEMENT APPROACHES AT A SMALL BUSINESSES ENTERPRISES

    Directory of Open Access Journals (Sweden)

    Sergey V. Rajewski

    2016-01-01

    Full Text Available This article discusses the types of organizational structures of project management and their application in project management in small and medium-sized enterprises. Among the approaches and methods to organize projects emphasizing project management as part of the existing functional structure of the enterprise. Analyzed the most relevant organizational tools of project management in small business: a network schedule; matrix distribution of administrative and management tasks of the project; schedule of the project plan; information and technological methods and models used in the process of project management; software applications for project management, used in the sphere of small business.

  17. 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...

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

    DEFF Research Database (Denmark)

    Lundin, Jette

    2007-01-01

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

  19. Project management – the way to performance among corporations

    Directory of Open Access Journals (Sweden)

    Luminiţa PISTOL

    2012-06-01

    Full Text Available Project management has developed from a simple management philosophy restricted to a few functional areas into a business process that include various areas from global market. Nowadays, most of the corporations are using project management systems to achieve performance on the global market, and they realize that project management and productivity are related.

  20. 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.

  1. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

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

  2. The implementation of sustainability principles in project management

    NARCIS (Netherlands)

    Gilbert Gilbert Silvius; Debby Goedknegt

    2012-01-01

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

  3. Groundwater/Vadose Zone Integration Project Management Plan

    International Nuclear Information System (INIS)

    Hughes, M. C.

    1999-01-01

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

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

    OpenAIRE

    Soboleva Elena

    2017-01-01

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

  5. 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.

  6. Managing risks in the project pipeline.

    Science.gov (United States)

    2013-08-01

    This research focuses on how to manage the risks of project costs and revenue uncertainties over the long-term, and identifies significant : process improvements to ensure projects are delivered on time and as intended, thus maximizing the miles pave...

  7. Development of funding project risk management tools.

    Science.gov (United States)

    2013-11-01

    Funding project risk management is a process for identifying, assessing, and prioritizing project funding risks. To plan to : minimize or eliminate the impact of negative events, one must identify what projects have higher risk to respond to potentia...

  8. 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

  9. A Framework for Effective Software Monitoring in Project Management

    African Journals Online (AJOL)

    A Framework for Effective Software Monitoring in Project Management. ... is shown to provide meaningful interpretation of collected metric data by embedding certain quality function. Key words: Project Management, Feedback, project control, metrics, process model, quantitative validity ... AJOL African Journals Online.

  10. 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...

  11. 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...

  12. Integrating a Project Management Approach to E-Business Application Course

    Science.gov (United States)

    Chen, Kuan C.; Chuang, Keh-Wen

    2008-01-01

    Teaching students project managements requires a hands-on approach. Incorporating project management concepts and processes into a student team Web development project adds a dimension that exposes students to the realities of effective Web development. This paper will describe the project management approach used in a Web development course in…

  13. Application UPTASK project management platform to support management decisions in I.T.

    Directory of Open Access Journals (Sweden)

    Lagerev D.G.

    2017-03-01

    Full Text Available Project planning and management accounting of all factors, in terms of multitasking and spontaneity of project man-agement, the task is very voluminous and complex, especially in isolation from the methodological and instrumentation. Calculation of indicators and statistical metrics, and strategies, the decision maker may be biased or incorrect character, and one can’t exclude the human factor. In such a perspective, it was decided to automate the process of statistical anal-ysis and probabilistic forecasting to help the decision-maker, as much as the right choice of strategic and project plan-ning. The problem is solved by means of the development of the project management system for the companies of the areas of information technology. One of the most important features of the development of a module statistical and probabilistic analysis based on Bayesian networks. The use of the proposed tool and methodological complex, will pro-vide a high level of optimization of the allocation of time to work processes and will increase the degree of correctness and continuity of decisions taken by the project manager.

  14. Study on archive management for nuclear facility decommissioning projects

    International Nuclear Information System (INIS)

    Huang Ling; Gong Jing; Luo Ning; Liao Bing; Zhou Hao

    2011-01-01

    This paper introduces the main features and status of the archive management for nuclear facility decommissioning projects, and explores and discusses the countermeasures in its archive management. Taking the practice of the archive management system of a reactor decommissioning project as an example, the paper illustrates the establishment of archive management system for the nuclear facility decommissioning projects. The results show that the development of a systematic archive management principle and system for nuclear decommissioning projects and the construction of project archives for the whole process from the design to the decommissioning by digitalized archive management system are one effective route to improve the complete, accurate and systematic archiving of project documents, to promote the standardization and effectiveness of the archive management and to ensure the traceability of the nuclear facility decommissioning projects. (authors)

  15. 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

  16. Spent Nuclear Fuel Project Configuration Management Plan

    International Nuclear Information System (INIS)

    Reilly, M.A.

    1995-01-01

    This document is a rewrite of the draft ''C'' that was agreed to ''in principle'' by SNF Project level 2 managers on EDT 609835, dated March 1995 (not released). The implementation process philosphy was changed in keeping with the ongoing reengineering of the WHC Controlled Manuals to achieve configuration management within the SNF Project

  17. A Proposal for a Mindset of a Project Manager

    DEFF Research Database (Denmark)

    Eriksson, Joakim; Hansen, Claus Thorp

    2008-01-01

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

  18. 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...

  19. Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

    Science.gov (United States)

    Hall, Wayne

    2011-01-01

    Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

  20. Using facilitative skills in project management

    DEFF Research Database (Denmark)

    Rasmussen, Lauge Baungaard; Hansen, Mette Sanne; Jacobsen, Peter

    2013-01-01

    Project management can be seen as a profession, discipline and conceptual framework. It has been developed from different fields, including military engineering, mechanical engineering, social sciences and construction. During recent decades, there has been a number of challenges as to its efficacy...... cooperation, mediated by interconnected and diversified systems, is becoming more and more common. These relatively new forms of interaction imply new demands on skills and methods facilitating project cooperation within and among various organizations. Given the pervasiveness of these demands, project...... managers are frequently finding themselves in situations where using facilitating skills is not an option, but a requirement. Facilitation is to be viewed as a process of ‘obstetric’ aid to meet the challenges of coping with the changing conditions for project management described briefly above...

  1. Management of Multi-projects In a Process oriented Organization

    OpenAIRE

    Macheridis, Nikos; Nilsson, Carl-Henrik

    2006-01-01

    When projects are used as an organisational platform to conduct business, a project can be the only project in the organisation or one amongst several others. The latter case is called multi-project organisation. Usually an organization with a multi-project environment has a base organisation, which can be functional, matrix structure or another. The purpose of this article is to develop a model based on a process oriented organization as a complement to functional or matrix organizational st...

  2. 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

  3. EVALUATION OF THE PROJECT MANAGEMENT ORGANISATIONAL ABILITY OF PUBLIC ORGANISATIONS

    OpenAIRE

    Florescu Margareta

    2012-01-01

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

  4. Waste Management Project Contingency Analysis

    International Nuclear Information System (INIS)

    Edward L. Parsons, Jr.

    1999-01-01

    The purpose of this report is to provide the office of Waste Management (WM) with recommended contingency calculation procedures for typical WM projects. Typical projects were defined as conventional construction-type activities that use innovative elements when necessary to meet the project objectives. Projects involve treatment, storage, and disposal of low level, mixed low level, hazardous, transuranic, and high level waste. Cost contingencies are an essential part of Total Cost Management. A contingency is an amount added to a cost estimate to compensate for unexpected expenses resulting from incomplete design, unforeseen and unpredictable conditions, or uncertainties in the project scope (DOE 1994, AACE 1998). Contingency allowances are expressed as percentages of estimated cost and improve cost estimates by accounting for uncertainties. The contingency allowance is large at the beginning of a project because there are more uncertainties, but as a project develops, the allowance shrinks to adjust for costs already incurred. Ideally, the total estimated cost remains the same throughout a project. Project contingency reflects the degree of uncertainty caused by lack of project definition, and process contingency reflects the degree of uncertainty caused by use of new technology. Different cost estimation methods were reviewed and compared with respect to terminology, accuracy, and Cost Guide standards. The Association for the Advancement of Cost Engineering (AACE) methods for cost estimation were selected to represent best industry practice. AACE methodology for contingency analysis can be readily applied to WM Projects, accounts for uncertainties associated with different stages of a project, and considers both project and process contingencies and the stage of technical readiness. As recommended, AACE contingency allowances taper off linearly as a project nears completion

  5. The Added Value of the Project Selection Process

    Directory of Open Access Journals (Sweden)

    Adel Oueslati

    2016-06-01

    Full Text Available The project selection process comes in the first stage of the overall project management life cycle. It does have a very important impact on organization success. The present paper provides defi nitions of the basic concepts and tools related to the project selection process. It aims to stress the added value of this process for the entire organization success. The mastery of the project selection process is the right way for any organization to ensure that it will do the right project with the right resources at the right time and within the right priorities

  6. Adaptive Process Management with ADEPT2

    NARCIS (Netherlands)

    Reichert, M.U.; Rinderle, S.B.; Kreher, U; Dadam, P.

    2005-01-01

    This demo paper describes core functions of the ADEPT2 process management system. In the ADEPT project we have been working on the design and implementation of a next generation process management software. Based on a conceptual framework for dynamic process changes, on novel process support

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

    Science.gov (United States)

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

    2006-01-01

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

  8. 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.

  9. 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

  10. Project management in nuclear equipment manufacture

    International Nuclear Information System (INIS)

    Liu Jiancheng

    2005-01-01

    The completion of the management organization shall be firstly considered in project management for a nuclear power plant. The organization of nuclear equipment quality assurance program and project management consists of 5 departments such as the nuclear power container department, the manufacture department and the quality assurance department. The general manager takes the overall responsibility for the quality of the nuclear press usr bearing equipment, and the vice general manager takes responsibility for the quality, technology and schedule related with the manufacture of the equipment, and organizes the organization department for the audit. The director of the quality assurance department takes the responsibility for the establishment and completion of the quality assurance program, with enough rights authorized by the general manager, including the right not bounded by the cost and schedule, and confirms the implementation of the program by related departments and personnel. The manufacture schedule shall be prepared to ensure the implementation feasibility, process continuity and flexibility. The schedule shall be followed and monitored for the whole process, to check and feedback the implementation. (authors)

  11. SELECTION OF PROJECT MANAGERS IN CONSTRUCTION FIRMS USING ANALYTIC HIERARCHY PROCESS (AHP AND FUZZY TOPSIS: A CASE STUDY

    Directory of Open Access Journals (Sweden)

    Fatemeh Torfi

    2011-10-01

    Full Text Available Selecting a project manager is a major decision for every construction company. Traditionally, a project manager is selected by interviewing applicants and evaluating their capabilities by considering the special requirements of the project. The interviews are usually conducted by senior managers, and the selection of the best candidate depends on their opinions. Thus, the results may not be completely reliable. Moreover, conducting interviews for a large group of candidates is time-consuming. Thus, there is a need for computational models that can be used to select the most suitable applicant, given the project specifications and the applicants’ details. In this paper, a case study is performed in which a Fuzzy Multiple Criteria Decision Making (FMCDM model is used to select the best candidate for the post of project manager in a large construction firm. First, with the opinions of the senior managers, all the criteria and sub-criteria required for the selection are gathered, and the criteria priorities are qualitatively specified. Then, the applicants are ranked using the Analytic Hierarchy Process (AHP, approximate weights of the criteria, and fuzzy technique for order performance by similarity to ideal solution (TOPSIS. The results of the case study are shown to be satisfactory.

  12. 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…

  13. 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.

  14. 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.

  15. Fuzzy decision analysis for project scope change management

    Directory of Open Access Journals (Sweden)

    Farshad Shirazi

    2017-09-01

    Full Text Available It is very important to manage and control projects with the consideration of the triple constraints; namely time, cost and scope. It is also extremely important to manage the scope and all the procurements needed to complete any project. During the project’s lifecycle many changes take place, either positively or negatively, which should be controlled. If the changes are not controlled we may have scope creep that has negative effect on the project. It is commonly considered a negative incident, and thus, should be kept away from the project. By considering this concept, in this paper, we discuss scope change and managing scope and fuzzy analytical hierarchy process is used in selecting the best strategy to manage scope change in projects.

  16. 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

  17. Project Management Plan

    International Nuclear Information System (INIS)

    1988-01-01

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

  18. Reengineering the project design process

    Science.gov (United States)

    Kane Casani, E.; Metzger, Robert M.

    1995-01-01

    In response to the National Aeronautics and Space Administration's goal of working faster, better, and cheaper, the Jet Propulsion Laboratory (JPL) has developed extensive plans to minimize cost, maximize customer and employee satisfaction, and implement small- and moderate-size missions. These plans include improved management structures and processes, enhanced technical design processes, the incorporation of new technology, and the development of more economical space- and ground-system designs. The Laboratory's new Flight Projects Implementation Development Office has been chartered to oversee these innovations and the reengineering of JPL's project design process, including establishment of the Project Design Center (PDC) and the Flight System Testbed (FST). Reengineering at JPL implies a cultural change whereby the character of the Laboratory's design process will change from sequential to concurrent and from hierarchical to parallel. The Project Design Center will support missions offering high science return, design to cost, demonstrations of new technology, and rapid development. Its computer-supported environment will foster high-fidelity project life-cycle development and more accurate cost estimating. These improvements signal JPL's commitment to meeting the challenges of space exploration in the next century.

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

    Directory of Open Access Journals (Sweden)

    Otniel DIDRAGA

    2013-01-01

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

  20. Integration of health physics, safety and operational processes for management and disposition of recycled uranium wastes at the Fernald Environmental Management Project (FEMP)

    International Nuclear Information System (INIS)

    Barber, James; Buckley, James

    2003-01-01

    Fluor Fernald, Inc. (Fluor Fernald), the contractor for the U. S. Department of Energy (DOE) Fernald Environmental Management Project (FEMP), recently submitted a new baseline plan for achieving site closure by the end of calendar year 2006. This plan was submitted at DOE's request, as the FEMP was selected as one of the sites for their accelerated closure initiative. In accordance with the accelerated baseline, the FEMP Waste Management Project (WMP) is actively evaluating innovative processes for the management and disposition of low-level uranium, fissile material, and thorium, all of which have been classified as waste. These activities are being conducted by the Low Level Waste (LLW) and Uranium Waste Disposition (UWD) projects. Alternatives associated with operational processing of individual waste streams, each of which poses potentially unique health physics, industrial hygiene and industrial hazards, are being evaluated for determination of the most cost effective and safe met hod for handling and disposition. Low-level Mixed Waste (LLMW) projects are not addressed in this paper. This paper summarizes historical uranium recycling programs and resultant trace quantity contamination of uranium waste streams with radionuclides, other than uranium. The presentation then describes how waste characterization data is reviewed for radiological and/or chemical hazards and exposure mitigation techniques, in conjunction with proposed operations for handling and disposition. The final part of the presentation consists of an overview of recent operations within LLW and UWD project dispositions, which have been safely completed, and a description of several current operations

  1. 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...

  2. Project Management in Instructional Design: ADDIE Is Not Enough

    Science.gov (United States)

    Van Rooij, Shahron Williams

    2010-01-01

    In the digital age, instructional designers must possess both a sound instructional design knowledge base and solid project management skills that will enable them to complete courseware projects on time, on budget and in conformance with client expectations. Project management skills include the ability to apply repeatable processes, along with…

  3. Project management case studies

    CERN Document Server

    Kerzner, Harold R

    2013-01-01

    A new edition of the most popular book of project management case studies, expanded to include more than 100 cases plus a ""super case"" on the Iridium Project Case studies are an important part of project management education and training. This Fourth Edition of Harold Kerzner''s Project Management Case Studies features a number of new cases covering value measurement in project management. Also included is the well-received ""super case,"" which covers all aspects of project management and may be used as a capstone for a course. This new edition:Contains 100-plus case studies drawn from re

  4. 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

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

    Directory of Open Access Journals (Sweden)

    Leszek Borowiec

    2011-07-01

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

  6. Managing the continuum certainty, uncertainty, unpredictability in large engineering projects

    CERN Document Server

    Caron, Franco

    2013-01-01

    The brief will describe how to develop a risk analysis applied to a project , through a sequence of steps: risk management planning, risk identification, risk classification, risk assessment, risk quantification, risk response planning, risk monitoring and control, process close out and lessons learning. The project risk analysis and management process will be applied to large engineering projects, in particular related to the oil and gas industry. The brief will address the overall range of possible events affecting the project moving from certainty (project issues) through uncertainty (project risks) to unpredictability (unforeseeable events), considering both negative and positive events. Some quantitative techniques (simulation, event tree, Bayesian inference, etc.) will be used to develop risk quantification. The brief addresses a typical subject in the area of project management, with reference to large engineering projects concerning the realization of large plants and infrastructures. These projects a...

  7. UMTRA Ground Water Project management action process document

    International Nuclear Information System (INIS)

    1996-03-01

    A critical U.S. Department of Energy (DOE) mission is to plan, implement, and complete DOE Environmental Restoration (ER) programs at facilities that were operated by or in support of the former Atomic Energy Commission (AEC). These facilities include the 24 inactive processing sites the Uranium Mill Tailings Radiation Control Act (UMTRCA) (42 USC Section 7901 et seq.) identified as Title I sites, which had operated from the late 1940s through the 1970s. In UMTRCA, Congress acknowledged the potentially harmful health effects associated with uranium mill tailings and directed the DOE to stabilize, dispose of, and control the tailings in a safe and environmentally sound manner. The UMTRA Surface Project deals with buildings, tailings, and contaminated soils at the processing sites and any associated vicinity properties (VP). Surface remediation at the processing sites will be completed in 1997 when the Naturita, Colorado, site is scheduled to be finished. The UMTRA Ground Water Project was authorized in an amendment to the UMTRCA (42 USC Section 7922(a)), when Congress directed DOE to comply with U.S. Environmental Protection Agency (EPA) ground water standards. The UMTRA Ground Water Project addresses any contamination derived from the milling operation that is determined to be present at levels above the EPA standards

  8. An IS Project Management Course Project

    Science.gov (United States)

    Frank, Ronald L.

    2010-01-01

    Information Systems curricula should provide project management (PM) theory, current practice, and hands-on experience. The schedule usually does not allow time in Analysis and Design courses for development oriented project management instruction other than a short introduction. Similarly, networking courses usually don't put project management…

  9. Instructional Design and Project Management: Complementary or Divergent?

    Science.gov (United States)

    van Rooij, Shahron Williams

    2011-01-01

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

  10. 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.

  11. Risk Management in Information Technology Project: An Empirical Study

    Directory of Open Access Journals (Sweden)

    Kornelius Irfandhi

    2016-09-01

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

  12. Scaffolding Project-Based Learning with the Project Management Body of Knowledge (PMBOK[R])

    Science.gov (United States)

    van Rooij, Shahron Williams

    2009-01-01

    This paper reports the results of a study of the extent to which processes and procedures from the discipline of project management can scaffold online project-based learning in a graduate-level instructional technology course, by facilitating intra-team interaction, enhancing project outcomes and promoting a positive project team experience. With…

  13. Correlational Study of Risk Management and Information Technology Project Success

    Science.gov (United States)

    Gillespie, Seth J.

    2014-01-01

    Many IT projects fail despite the best efforts to keep these projects within budget, schedule, and scope. Few studies have looked at the effect of project risk management tools and techniques on project success. The primary focus of this study was to examine the extent to which utilization of project risk management processes influence project…

  14. 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.

  15. Combining AHP and DEA Methods for Selecting a Project Manager

    Directory of Open Access Journals (Sweden)

    Baruch Keren

    2014-07-01

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

  16. 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.

  17. 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...

  18. 19th International Congress on Project Management and Engineering

    CERN Document Server

    Blanco, José; Capuz-Rizo, Salvador

    2017-01-01

    This book gathers the best papers presented at the 19th International Congress on Project Management and Engineering, which was held in Granada, Spain in July 2015. It covers a range of project management and engineering contexts, including: civil engineering and urban planning, product and process engineering, environmental engineering, energy efficiency and renewable energies, rural development, information and communication technologies, safety, labour risks and ergonomics, and training in project engineering. Project management and engineering is taking on increasing importance as projects continue to grow in size, more stakeholders become involved, and environmental, organisational and technological issues become more complex. As such, this book offers a valuable resource for all professionals seeking the latest material on the changing face of project management.

  19. Application of PRINCE2 Project Management Methodology

    Directory of Open Access Journals (Sweden)

    Vaníčková Radka

    2017-09-01

    Full Text Available The methodology describes the principle of setting a project in PRINCE2 project management. The main aim of the paper is to implement PRINCE2 methodology to be used in an enterprise in the service industry. A partial aim is to choose a supplier of the project among new travel guides. The result of the project activity is a sight-seeing tour/service more attractive for customers in the tourism industry and a possible choice of new job opportunities. The added value of the article is the description of applying the principles, processes and topics of PRINCE2 project management so that they might be used in the field.

  20. BUSINESS PROCESS MODELLING: A FOUNDATION FOR KNOWLEDGE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Vesna Bosilj-Vukšić

    2006-12-01

    Full Text Available Knowledge management (KM is increasingly recognised as a strategic practice of knowledge-intensive companies, becoming an integral part of an organisation's strategy to improve business performance. This paper provides an overview of business process modelling applications and analyses the relationship between business process modelling and knowledge management projects. It presents the case study of Croatian leading banks and the insurance company, discussing its practical experience in conducting business process modelling projects and investigating the opportunity for integrating business process repository and organisational knowledge as the foundation for knowledge management system development.

  1. 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.

  2. 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…

  3. A Communications Approach to Teaching Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance Elizabeth

    2012-01-01

    in the Bachelor of Marketing and Management Communication at Aarhus University is examined and analyzed. The presence of the three Design Science Research Cycles combined with both process and product, highlights the critical role of communication in both understanding Project Management and applying Design...... to both frame the learners’ audience for Project Management Writing assignments, and to provide a concrete organizational context to aid in communication practices such as stakeholder analysis, and the development of a critical internal monitor for quality in the learner’s mind. The relevance of Design...

  4. 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.

  5. Process for planning and control of software projects using XedroGESPRO

    OpenAIRE

    Jacqueline Marín-Sánchez; José Alejandro Lugo-García; Pedro Yobanis Piñero-Pérez; Alena María Santiesteban-García; Félix Noel Abelardo-Santana; Javier Menéndez-Rizo

    2014-01-01

    The software project management in Cuba has become a key area for improving production processes and decisionmaking in organizations. Several models and standards for process improvement, related with project management, proposed best practices on issues of planning and control of projects. However, they are generic guidelines that describe only those activities to execute, leaving the responsibility for implementing to organizations, using sometimes , expensive proprietary infor...

  6. VALOIR 2012 2nd Workshop on Managing the Client Value Creation Process in Agile Projects: Message from the Chairs

    NARCIS (Netherlands)

    Pérez, Jennifer; Buglione, Luigi; Daneva, Maia; Dieste, Oscar; Jedlitschka, Andreas; Juristo, Natalia

    2012-01-01

    Welcome to the 2nd Workshop on Managing the Client Value Creation Process in Agile Projects (VALOIR) at the PROFES 2012 conference! The overall goal of VALOIR is to make the knowledge on value creation and management explicit, encouraging the discussion on the use of measurement and estimation

  7. 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...

  8. D6.4 Implementation: Project Knowledge Management

    DEFF Research Database (Denmark)

    Dolog, Peter; Durao, Frederico; Jahn, Karsten

    2009-01-01

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

  9. Technological Innovation Projects: Proposal For an Integrative Model Between Project Management and Knowledge Management in a Customer-Supplier Perspective

    Directory of Open Access Journals (Sweden)

    Edval da Silva Tavares

    2014-10-01

    Full Text Available In face of strong competition, companies in Brazil have increased their financial investments in automation, offering new products and services and reducing operating costs. These companies are focusing their efforts on core competencies and, therefore, they often lack the internal expertise to implement new projects, especially those that bring technological innovation. For this reason, we use the processes of outsourcing or subcontracting to help implement such projects. The unit of analysis in this study is the project and the object of the study to analyze the process of knowledge transfer from a provider to a customer during the duration of the project, which involves new technologies. The main motivation of this work is to address the acquisition and retention of new knowledge related to projects designed for business customers. We have developed a study of three cases of multiple financial firms that buy new technologies and two suppliers of information technology. As a practical result, a management model of knowledge transfer and retention of knowledge in client companies is proposed and incorporated into project management.

  10. 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...

  11. 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.

  12. 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…

  13. Project management system for the decommissioning of research reactors

    International Nuclear Information System (INIS)

    Park, J. H.

    2006-01-01

    KAERI has developed a computer information system, named DECOMMIS, for the project management with the increased effectiveness of the decommissioning projects and the record keeping for a next decommissioning project. The management system consists of three parts, code management system, data input system (DDIS) and data processing and output system (DDPS). Through the DDIS, the data can be directly inputted at sites and the system can play roles of daily work reports to minimize the time gap between the dismantling activities and the evaluation of the data for project management. The DDPS provides useful information to the staff for more effective project management and this information include several fields, such as project progress management, man power management, waste management, radiation dose of workers and so on. It is expected that the system would enable to maintain the decommissioning data, to prepare the source data for the R and D for development of planning tools and to give information to the staff for the decision on the progress of the projects. In this paper, the overall system will be briefly explained and several examples of the utilization, focused on the waste and manpower control, for the project management will be introduced

  14. 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.

  15. 18th International Congress on Project Management and Engineering

    CERN Document Server

    Blanco, José; Capuz-Rizo, Salvador

    2016-01-01

    This volume features papers from the 18th International Congress on Project Management and Engineering, held by the University of Zaragoza in collaboration with the Spanish Association of Project Management and Engineering (AEIPRO). It illustrates the state of the art in this emerging area. Readers will discover ways to increase the effectiveness of project engineering as well as the efficiency of project management. The papers, written by international researchers and professionals, cover civil engineering and urban planning, product and process engineering, environmental engineering, energy efficiency and renewable energies, rural development, safety, labor risks and ergonomics, and training in project engineering. Overall, this book contributes to the improvement of project engineering research and enhances the transfer of results to the job of project engineers and project managers around the world. It will appeal to all professionals in the field as well as researchers and teachers involved in the traini...

  16. Themeaning and Role of Projects in contemporary Management

    Directory of Open Access Journals (Sweden)

    Waldemar Walczak

    2010-03-01

    Full Text Available The aim of the paper is to present and explain the important role and meanings of projects for modern organizations. The particular attention was paid on differing project’s features and premises that substantiate incremental interest of project management methodic of diagnosis key conditionality, which has fundamental meaning for correct planning of project venture. Important element of led analysis was presenting and discussing project limitation and key processes related with project preparation phase. A very significant accent of led consideration are recommendations for management practice related with identifying the needs, expectations and stakeholders influence on project success, as well as calling particular attention on benefits gained by organizations due to realized project.

  17. 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...

  18. 75 FR 77379 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Science.gov (United States)

    2010-12-10

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

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

    Science.gov (United States)

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

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

    Directory of Open Access Journals (Sweden)

    Maria Lúcia Granja Coutinho

    2010-06-01

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

  1. 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…

  2. 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

  3. Spent Nuclear Fuel Project Document Management Plan

    International Nuclear Information System (INIS)

    Connor, M.D.; Harizison, G.L.; Rice, W.C.

    1995-12-01

    The SNF Project Document Management Plan identifies and describes the currently available systems and processes for implementing and maintaining an effective document control and records management program. This program governs the methods by which documents are generated, released, distributed, maintained current, retired, and ultimately disposed

  4. IS-ENES project management - lessons learnt

    Science.gov (United States)

    Parinet, Marie; Guglielmo, Francesca; Joussaume, Sylvie

    2017-04-01

    IS-ENES is the distributed e-infrastructure of models, model data and metadata of the European Network for Earth System Modelling (ENES). It has benefitted from two EC FP7 grants and aims towards further European and national funding to achieve sustainability. We highlight here several challenges related to project management that have risen in the course of these two project-phases spanning 8 years. Some challenges are related to the heterogeneity of the activities within IS-ENES, with different groups working on very diverse activities, not necessarily strictly interdependent. An immediate consequence is the need of implementing and setting up in early phases of the project efficient collection and circulation of information to preserve and reinforce the systemic view of the infrastructure as a whole and the pursuit of common goals, including coordinated provision of services. Toward and beyond such common goals, managing IS-ENES, covering both scientific and more strictly management-related aspects, implies a double-paced approach: besides setting up efficient project workflow, there is the need of setting up longer term objectives. This implies, within the project lifetime, to elaborate and implement a coherent organizational (consistent with scientific goals, funding schemes, research and technology landscape) strategy to pursue these goals beyond the project itself. Furthermore, a series of more generic project management challenges will also be listed and can be gathered around 3 main objectives: ease the internal processes in order to optimize the work, anticipate delays and budget issues, and motivate the project teams by ensuring an efficient internal and external communication.

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

    Science.gov (United States)

    Lynch, Margaret M.

    2013-01-01

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

  6. Management of Software Development Projects

    Directory of Open Access Journals (Sweden)

    Felician ALECU

    2011-04-01

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

  7. Knowledge Management in Product Development Projects

    International Nuclear Information System (INIS)

    Sheik Muhamad, S.

    2016-01-01

    Full text: Product data management system (PDM) solutions control vast quantities of information generated by engineers during the product development process. They provide vaulting capabilities to control access to shared data,workflow to distribute it, and configured product structures to relate it to product components. Nuclear Malaysia has the desire to have a proper CAD management system and this is achieved with the use of PDM system to manage all their designs throughout the product lifecycle, i.e., for drawing distribution and design change. The type of documents that Nuclear Malaysia manages are CAD files (as generated by CATIA, AUTOCAD), engineering files, reports, project files, documents (WORD, PDF), spreadsheet (EXCEL), bills of material, manufacturing processes and drawings. Besides managing drawings, we also want to control and manage engineering changes (ECO & ECR) in electronic format. (author

  8. NHDOT : process for municipally-managed state bridge aid program projects

    Science.gov (United States)

    2007-09-12

    The document sets for the requirements for a municipality which to manage the design and construction of a bridge rehabilitation or replacement project and receive Bridge Aid under the applicable provisions of RSA 234. Bridge Aid provided to a Munici...

  9. Coordinating Management Activities in Distributed Software Development Projects

    OpenAIRE

    Bendeck, Fawsy; Goldmann, Sigrid; Holz, Harald; Kötting, Boris

    1999-01-01

    Coordinating distributed processes, especially engineering and software design processes, has been a research topic for some time now. Several approaches have been published that aim at coordinating large projects in general, and large software development processes in specific. However, most of these approaches focus on the technical part of the design process and omit management activities like planning and scheduling the project, or monitoring it during execution. In this paper, we focus o...

  10. Management of information in development projects – a proposed integrated model

    Directory of Open Access Journals (Sweden)

    C. Bester

    2008-11-01

    Full Text Available The first section of the article focuses on the need for development in Africa and the specific challenges of development operations. It describes the need for a holistic and integrated information management model as part of the project management body of knowledge aimed at managing the information flow between communities and development project teams. It is argued that information, and access to information, is crucial in development projects and can therefore be seen as a critical success factor in any development project. In the second section of the article, the three information areas of the holistic and integrated information management model are described. In the section thereafter we suggest roles and actions for information managers to facilitate information processes integral to the model. These processes seek to create a developing information community that aligns itself with the development project, and supports and sustains it.

  11. Needs assessment in health research projects: a new approach to project management in iran.

    Science.gov (United States)

    Peykari, Niloofar; Owlia, Parviz; Malekafzali, Hossein; Ghanei, Mostafa; Babamahmoodi, Abdolreza; Djalalinia, Shirin

    2013-01-01

    The science and technology health plan has defined the outline of health research to the national vision of Iran by 2025. The aim of this study was to focus on the process of needs assessment of health research projects also health research priority setting in Iran. THE PROJECT MANAGEMENT LIFE CYCLE HAS FOUR PHASES: Initiation, Planning, Execution and Closure. Based on abovementioned points we conducted the study. Focusing on the needs assessment led to systematic implementation of needs assessment of health project in all of the medical sciences universities. Parallel with this achieved strategies health research priority setting was followed through specific process from empowerment to implementation. We should adopt with more systematic progressive methods of health project managements for both our national convenience as well as our international health research programs.

  12. 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

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

    International Nuclear Information System (INIS)

    Luehr, Anneke

    2011-08-01

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

  14. JPL Project Information Management: A Continuum Back to the Future

    Science.gov (United States)

    Reiz, Julie M.

    2009-01-01

    This slide presentation reviews the practices and architecture that support information management at JPL. This practice has allowed concurrent use and reuse of information by primary and secondary users. The use of this practice is illustrated in the evolution of the Mars Rovers from the Mars Pathfinder to the development of the Mars Science Laboratory. The recognition of the importance of information management during all phases of a project life cycle has resulted in the design of an information system that includes metadata, has reduced the risk of information loss through the use of an in-process appraisal, shaping of project's appreciation for capturing and managing the information on one project for re-use by future projects as a natural outgrowth of the process. This process has also assisted in connection of geographically disbursed partners into a team through sharing information, common tools and collaboration.

  15. Risk Management and Uncertainty in Large Complex Public Projects

    DEFF Research Database (Denmark)

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

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

  16. FUNCTIONAL MODEL OF THE MATERIAL RESOURCES MANAGEMENT FOR PROJECTS OF THE CREATION OF NEW TECHNIQUES

    Directory of Open Access Journals (Sweden)

    S. Yu. Danshyna

    2016-01-01

    Full Text Available The article is devoted to problem of material management arising in the implementation of projects for the development and creation (modernization of the new techniques. The uniqueness of the projects, their limit on the cost and time does not allow the use of traditional approaches to resource management. Such projects are often implemented in the development of companies; where it is not possible to abandon the traditional operating methods of management. The aim of the article is a formalization of the process of material management of projects, a description of its information flows for integrate into the project management practices and for improve the efficiency of material management. For the systematization of information arising from the material resources management, invited the set-theoretic representation of the management process. According with the requirements of project management standards were described the sets and defined rules of their transformation. Specification of the set-theoretic representation helped to establish the area and limits of the modelling process. Further decomposition process became the basis of the functional model, constructed in accordance with the methodology IDEF 0. A graphical representation of the model allows you to visualize the process at different levels of detail. For specification of issues related to the organization and promotion of material flow, were developed functional models of sub-processes and were described the identified data-flows. For the harmonization of process and project approaches formulated conditions for evaluating the efficiency of material management. The developed models can be the basis for designing the structure of companies, for regulation of their project activities, as well as for establishing an information system of management resources of projects.

  17. Risk Management in Construction Project: Taking Fairness into Account

    Science.gov (United States)

    Górecki, Jarosław; Bizon-Górecka, Jadwiga

    2017-10-01

    Risk management requires a comprehensive review of possible hazards, their possible outcomes as well as some recommendations about minimizing the risk. The study emphasises that the project risk management refers to an analysis of the risk factors and a creation of the strategy minimising negative effects of the risk. It was pointed out that a construction project is this kind of projects that can be defined as a unique process of high complexity (design documentation, various stages of creating the building), which has clearly defined time frames and a given financial limit. It is executed as a team work, by qualified or highly qualified specialists of different matters, for example masonry, precast, etc. Additionally, it requires a use of modern equipment and an adequate preparation of the investment. Therefore, the risk management focuses on the problems allowing for troubleshooting. A basis of the risk management is to recognise the fundamentals, which are crucial for the construction project management, i.e. an object perspective, including technological, supporting and management processes as well as an entity perspective - project stakeholders. Construction projects require also an acquaintance with the specificity of the branch. The article refers to the risk management in construction project and, in particular, a phenomenon of participants’ fairness in such projects. The problem of fairness of the entities involved in a project should be understood as a fair play, according to the arrangements agreed in a contract and compatible with current formal procedures and social rules. It was indicated that fairness can be treated as an important factor in predicting the success of such projects. Interviews conducted among contractors in Kuyavian-Pomeranian region showed varied fairness requirements put to individual participants of construction projects. The article presents results of the research. It shows a desired attitude of the surveyed enterprises

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

    Directory of Open Access Journals (Sweden)

    Дмитро Сергійович КОБИЛКІН

    2016-02-01

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

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

    International Nuclear Information System (INIS)

    Ma Yuqin

    2013-01-01

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

  20. 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 ...

  1. 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

  2. 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

  3. Measurement of Software Project Management Effectiveness

    Science.gov (United States)

    2008-12-01

    factors such as advertisement of project mission, top management support, client consultation, personnel issues, client acceptance, etc. Trouble...and PERT (Program/Project Evaluation and Review Technique) and CPM (Critical Path Analysis) charts are process models, and the development of Gantt...models (such as Gantt, PERT and CPM ) got wide-acceptance in industry, as Fuggetta (2000) pointed out few (if any) of the proposed PMLs and related

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

    DEFF Research Database (Denmark)

    Leimbach, Timo; Goodall, Julie Bladt

    2017-01-01

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

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

    International Nuclear Information System (INIS)

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

    2009-01-01

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

  6. Integration of project management and systems engineering: Tools for a total-cycle environmental management system

    International Nuclear Information System (INIS)

    Blacker, P.B.; Winston, R.

    1997-01-01

    An expedited environmental management process has been developed at the Idaho National Engineering and Environmental Laboratory (INEEL). This process is one result of the Lockheed Martin commitment to the US Department of Energy to incorporate proven systems engineering practices with project management and program controls practices at the INEEL. Lockheed Martin uses a graded approach of its management, operations, and systems activities to tailor the level of control to the needs of the individual projects. The Lockheed Martin definition of systems engineering is: ''''Systems Engineering is a proven discipline that defines and manages program requirements, controls risk, ensures program efficiency, supports informed decision making, and verifies that products and services meet customer needs.'''' This paper discusses: the need for an expedited environmental management process; how the system was developed; what the system is; what the system does; and an overview of key components of the process

  7. Project Management in the Field of Innovative Technologies of Environmental Management

    Directory of Open Access Journals (Sweden)

    Potasheva Galina

    2016-01-01

    Full Text Available The article deals with the application of project management in the field of innovative technologies of environmental management. This article examines the sustainability of integrated development environment, and society in the “three ones” concept, which covers all major aspects of development and global change: ecological, social, economic-based planning. But the transition from the national level to the practice of management in the real institutional environment revealed the unresolved systemic issues such as: economic development is considered at the national level; the management of social processes is in the area of responsibility of regions; environmental issues are concentrated at the local, municipal level. To solve this problem, this article discusses the design aspects of environmental management. So in designing the required high degree of understanding of interdependencies and patterns of organizing itself independently of the system that explains the differences between technical and social design. Technical design relies on mechanistic management, while social planning is understood as a system or organic project management. Hence it is safe to state the fact that project management in the environmental management of the country is concentrated in specific design, planning, technical and management solutions, as well as in the creation interested in these effects in all spheres and strata of society.

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

    Science.gov (United States)

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

    2017-11-01

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

  9. The use of intelligent systems for risk management in software projects

    Directory of Open Access Journals (Sweden)

    Oksana A. Gushchina

    2017-06-01

    Full Text Available Introduction: The article identifies the main risks of a software project, examines the use of different types of intelligent systems in the risk management process for software projects, discusses the basic methods used for process estimation and forecasting in the field of software engineering, identifies currently used empty expert systems, software systems for analysis and risk management of software projects. Materials and Methods: The author describes the peculiarities of risk management in the field of software engineering with involvement of intelligent systems. The intelligent techniques allow solving the control task with expert precision without the involvement of human experts. Results: The result of this work: – identification of the key risks of a software project (tax, legal, financial and commercial risks, IT risks, personnel risks, risks related to competitors, suppliers, marketing and demand and market; – investigation of the current, applied to risk management of software system projects, artificial intelligence, particularly expert systems and software tools for evaluation of the process results; – identification of the most popular empty expert systems (Clips, G2 and Leonardo and software products of the analysis of large databases (Orange, Weka, Rattle GUI, Apache Mahout, SCaViS, RapidMiner, Databionic ESOM Tools, ELKI, KNIME, Pandas and UIMA; – consideration of the cluster, correlation, regression, factor and dispersion analysis methods for the estimation and prediction of the processes of software engineering. Discussion and Conclusions: The results show the feasibility of the application of various intelligent systems in the risk management process. The analysis of methods of evaluating risks and the tendency of their application in the modern systems of intellectual analysis can serve as a start point for creating a unified system of risk management for software projects of medium and high complexity with a

  10. Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance

    CERN Document Server

    Kerzner, Harold

    2017-01-01

    With the growth of complex projects, stakeholder involvement, and advancements in visual-based technology, metrics and KPIs (key performance indicators) are key factors in evaluating project performance. Dashboard reporting systems provide accessible project performance data, and sharing this vital data in a concise and consistent manner is a key communication responsibility of all project managers. This 3rd edition of Kerzner’s groundbreaking work includes the following updates: new sections on processing dashboard information, portfolio management PMO and metrics, and BI tool flexibility. PPT decks by chapter and a test bank will be available for use in seminar presentations and courses.

  11. 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...

  12. Experiences in managing the Prometheus Project

    Science.gov (United States)

    Lehman, David H.; Clark, Karla B.; Cook, Beverly A.; Gavit, Sarah A.; Kayali, Sammy A.; McKinney, John C.; Milkovich, David C.; Reh, Kim R.; Taylor, Randall L.; Casani, John R.

    2006-01-01

    Congress authorized NASA?s Prometheus Project in February 2003, with the first Prometheus mission slated to explore the icy moons of Jupiter. The Project had two major objectives: (1) to develop a nuclear reactor that would provide unprecedented levels of power and show that it could be processed safely and operated reliably in space for long-duration, deep-space exploration and (2) to explore the three icy moons of Jupiter - Callisto, Ganymede, and Europa - and return science data that would meet the scientific goals as set forth in the Decadal Survey Report of the National Academy of Sciences. Early in Project planning, it was determined that the development of the Prometheus nuclear powered Spaceship would be complex and require the intellectual knowledge residing at numerous organizations across the country. In addition, because of the complex nature of the Project and the multiple partners, approaches beyond those successfully used to manage a typical JPL project would be needed. This paper1 will describe the key experiences in managing Prometheus that should prove useful for future projects of similar scope and magnitude

  13. 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…

  14. The gap between what is needed and offered in project management education

    NARCIS (Netherlands)

    Steven Nijhuis

    2017-01-01

    From the article: A process focus for project management education is suggested based on a small qualitative sample as an alternative to competence focus. Commercial offerings of project management education are more focused on processes than competences. Review of the courses reveals that there is

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

    Science.gov (United States)

    Cavaleri, Steven A.; Fearon, David S.

    2000-01-01

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

  16. 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...

  17. The Kozloduy project management unit

    International Nuclear Information System (INIS)

    Carnes, W.S.; Gros-Gean, P.; Demireva, E.

    2004-01-01

    The Project Management Unit (PMU) has been established in support to the Kozloduy NPP decommissioning department. It is comprised of a Consortium of the British Nuclear Group, EDF and subcontractor ENPRO Consult. It is responsible for the management of seven projects (a facility for dry storage of spent fuel; equipment to treat low activity liquid radioactive waste; provision of physical separation of the plant systems and areas to be decommissioned from the ones in operation; equipment to decontaminate and clean pools and large tanks; a facility to provide high volume reduction of solid radioactive wastes and retrieval and conditioning of ion exchange resins and other sorbents; equipment to provide measurement for the free-release of materials and components; a facility for personnel monitoring, decontamination and clothes changing for work outside of the normal radiological control areas) that will be used in support of the KNPP decommissioning process. The projects will be tendered in compliance with the European Bank for Reconstruction and Development requirements

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

    Science.gov (United States)

    Koh, Tas Yong; Rowlinson, Steve

    2012-09-01

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

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

    Directory of Open Access Journals (Sweden)

    Валентина Николаевна ПУРИЧ

    2015-05-01

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

  20. A project management approach to an ACPE accreditation self-study.

    Science.gov (United States)

    Dominelli, Angela; Iwanowicz, Susan L; Bailie, George R; Clarke, David W; McGraw, Patrick S

    2007-04-15

    In preparation for an on-site evaluation and accreditation by the American Council on Pharmaceutical Education (ACPE), the Albany College of Pharmacy employed project management techniques to complete a comprehensive self-study. A project lifecycle approach, including planning, production, and turnover phases, was used by the project's Self-Study Steering Committee. This approach, with minimal disruption to college operations, resulted in the completion of the self-study process on schedule. Throughout the project, the Steering Committee maintained a log of functions that either were executed successfully or in hindsight, could have been improved. To assess the effectiveness of the project management approach to the the self-study process, feedback was obtained from the College community through a poststudy survey. This feedback, coupled with the Steering Committee's data on possible improvements, form the basis for the lessons learned during this self-study process.

  1. Tools for Closure Project and Contract Management: Development of the Rocky Flats Integrated Closure Project Baseline

    International Nuclear Information System (INIS)

    Gelles, C. M.; Sheppard, F. R.

    2002-01-01

    This paper details the development of the Rocky Flats Integrated Closure Project Baseline - an innovative project management effort undertaken to ensure proactive management of the Rocky Flats Closure Contract in support of the Department's goal for achieving the safe closure of the Rocky Flats Environmental Technology Site (RFETS) in December 2006. The accelerated closure of RFETS is one of the most prominent projects within the Department of Energy (DOE) Environmental Management program. As the first major former weapons plant to be remediated and closed, it is a first-of-kind effort requiring the resolution of multiple complex technical and institutional challenges. Most significantly, the closure of RFETS is dependent upon the shipment of all special nuclear material and wastes to other DOE sites. The Department is actively working to strengthen project management across programs, and there is increasing external interest in this progress. The development of the Rocky Flats Integrated Closure Project Baseline represents a groundbreaking and cooperative effort to formalize the management of such a complex project across multiple sites and organizations. It is original in both scope and process, however it provides a useful precedent for the other ongoing project management efforts within the Environmental Management program

  2. 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....

  3. 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.

  4. 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.

  5. 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.

  6. Systems engineering management plan for the Salt Repository Project

    International Nuclear Information System (INIS)

    Neff, J.O.

    1986-08-01

    This document presents the plan for using systems engineering in conducting and managing the technical work of the Salt Repository Project (SRP) of the US Department of Energy's Civilian Radioactive Waste Management Program. The need for preparing a Systems Engineering Management Plan (SEMP) is traced back to relevant DOE directives. These directives are interpreted as SRP requirements in the context of the Mined Geologic Disposal System. The strategy for conducting systems engineering on the SRP, including the role of the systems engineering process, is then described. The SEMP also designates who in the project organization will be responsible for carrying out the activities. Finally, the management tools that are used to implement the systems engineering process, including associated documentation on the SRP, are described

  7. 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....

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

    Science.gov (United States)

    Furniss, Dominic; Curzon, Paul; Blandford, Ann

    2018-06-01

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

  9. FEATURES OF THE PROJECT-ORIENTED MANAGEMENT OF HIGH-TECHNOLOGY ENTERPRISES

    Directory of Open Access Journals (Sweden)

    E. D. Dobrova

    2016-01-01

    Full Text Available This article is explored the concept of "project portfolio", defined the role and place of project portfolio management in the overall enterprise management structure, the formation of the project portfolio and its limitations. The aim of the article is to study the role and place of project management in the overall enterprise management system, and the relationship of the management processes at diff erent organizational levels.The formation of the strategic projects portfolio of the company – it is an urgent task which is associated with the strengthening of innovation and investment activity of the operating in Russia enterprises. Nowadays, transfer of enterprises activities to an innovative way of development is going on in the face of the deteriorating international situation, Russia's isolation from European countries and the United States, and the implementation of the sanctions policy, changes in the domestic economic and political course. These circumstances, of course, could not aff ect the adjustment of activities and strategic goals of the development of enterprises, at the level of their financial and economic stability. At the same time, the growth of innovation activity in a number of sectors, particularly in high-technology industries, it creates the need for the formation of the project portfolio, which allows to achieve the strategic objectives of enterprises and enhance their competitiveness.During the preparation of the article there were identified a core set of problems faced by the enterprises during the transition to a model of the project management, which is due, primarily, poor project management technologies in Russia, and it is complicated by the lack of a clear definition of objectives and vision benefits for enterprises. In addition, the reasons for the backlog are caused by the low level of project management maturity of the enterprise, which is caused by a lack of personnel with expertise in this field of

  10. Project Management Plan for the INEL technology logic diagrams

    International Nuclear Information System (INIS)

    Rudin, M.J.

    1992-10-01

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

  11. 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

  12. 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.

  13. Intelligent Materials Tracking System for Construction Projects Management

    Directory of Open Access Journals (Sweden)

    Narimah Kasim

    2015-05-01

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

  14. Managing projects in a digital government | Onyemaobi | Journal of ...

    African Journals Online (AJOL)

    The process of developing a new system in a Digital Government is a kind of planned ... management ensures the application of information technology knowledge, ... Keywords: Digital Government, System Development, Project Management, ...

  15. Spent Nuclear Fuel Project document control and Records Management Program Description

    International Nuclear Information System (INIS)

    MARTIN, B.M.

    2000-01-01

    The Spent Nuclear Fuel (SNF) Project document control and records management program, as defined within this document, is based on a broad spectrum of regulatory requirements, Department of Energy (DOE) and Project Hanford and SNF Project-specific direction and guidance. The SNF Project Execution Plan, HNF-3552, requires the control of documents and management of records under the auspices of configuration control, conduct of operations, training, quality assurance, work control, records management, data management, engineering and design control, operational readiness review, and project management and turnover. Implementation of the controls, systems, and processes necessary to ensure compliance with applicable requirements is facilitated through plans, directives, and procedures within the Project Hanford Management System (PHMS) and the SNF Project internal technical and administrative procedures systems. The documents cited within this document are those which directly establish or define the SNF Project document control and records management program. There are many peripheral documents that establish requirements and provide direction pertinent to managing specific types of documents that, for the sake of brevity and clarity, are not cited within this document

  16. How engineering data management and system support the main process[-oriented] functions of a large-scale project

    CERN Document Server

    Hameri, A P

    1999-01-01

    By dividing the development process into successive functional operations, this paper studies the benefits of establishing configuration management procedures and of using an engineering data management systems (EDMS) in order to execute the tasks. The underlying environment is that of CERN and the ongoing, a decade long, Large Hadron Collider (LHC)-project. By identifying the main functional groups who will use the EDMS the paper outlines the basic motivations and services provided by such a system to each process function. The implications of strict configuration management on the daily operation of each functional user group are also discussed. The main argument of the paper is that each and every user of the EDMS must act in compliance with the configuration management procedures to guarantee the overall benefits from the system. The pilot EDMS being developed at CERN, which serves as a test-bed to discover the real functional needs of the organisation of an EDMS supports the conclusions. The preliminary ...

  17. Chernobyl post-accident management: the ETHOS project.

    Science.gov (United States)

    Dubreuil, G H; Lochard, J; Girard, P; Guyonnet, J F; Le Cardinal, G; Lepicard, S; Livolsi, P; Monroy, M; Ollagnon, H; Pena-Vega, A; Pupin, V; Rigby, J; Rolevitch, I; Schneider, T

    1999-10-01

    ETHOS is a pilot research project supported by the radiation protection research program of the European Commission (DG XII). The project provides an alternative approach to the rehabilitation of living conditions in the contaminated territories of the CIS in the post-accident context of Chernobyl. Initiated at the beginning of 1996, this 3-y project is currently being implemented in the Republic of Belarus. The ETHOS project involves an interdisciplinary team of European researchers from the following institutions: the Centre d'etude sur l'Evaluation de la Protection dans le domaine Nucleaire CEPN (radiological protection, economics), the Institute National d'Agronomie de Paris-Grignon INAPG (agronomy, nature & life management), the Compiegne University of Technology (technological and industrial safety, social trust), and the Mutadis Research Group (sociology, social risk management), which is in charge of the scientific co-ordination of the project. The Belarussian partners in the ETHOS project include the Ministry of Emergencies of Belarus as well as the various local authorities involved with the implementation site. The ETHOS project relies on a strong involvement of the local population in the rehabilitation process. Its main goal is to create conditions for the inhabitants of the contaminated territories to reconstruct their overall quality of life. This reconstruction deals with all the day-to-day aspects that have been affected or threatened by the contamination. The project aims at creating a dynamic process whereby acceptable living conditions can be rebuilt. Radiological security is developed in the ETHOS project as part of a general improvement in the quality of life. The approach does not dissociate the social and the technical dimensions of post-accident management. This is so as to avoid radiological risk assessment and management being reduced purely to a problem for scientific experts, from which local people are excluded, and to take into

  18. The management, control and implementation of SCADA projects

    OpenAIRE

    2012-01-01

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

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

    Science.gov (United States)

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

    2017-01-01

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

  20. 7 CFR 3565.351 - Project management.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Project management. 3565.351 Section 3565.351... AGRICULTURE GUARANTEED RURAL RENTAL HOUSING PROGRAM Project Management § 3565.351 Project management. As a... Agency and complies with an approved management plan for the project. (b) Management plan. The lender...

  1. Towards A Framework For ICT-Enabled Materials Management In Complex Projects

    Directory of Open Access Journals (Sweden)

    N. B. Kasim

    2011-10-01

    Full Text Available This paper describes a research project, aimed at developing a system to integrate RFID-based materials management with resources modelling in project management to improve on-site materials tracking and inventory management processes. In order to develop the system, a comprehensive literature review and exploratory case studies were conducted to investigate current practices, problems, implementation of ICT and potential use of emerging technologies (such as RFID and wireless technologies in overcoming the logistical difficulties associated with materials management. An initial assessment revealed that there is a potential to improve the tracking and management of materials using modern ICT, thus will enhance the operational efficiency of the project delivery process. Moreover, sophisticated technologies such as wireless systems and tagging are not generally used to overcome human error in materials identification and the space constraints inherent in many projects. This paper concludes the finding from case studies for developing a real-time materials tracking framework to support construction professional in handling materials more effectively.

  2. 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.

  3. 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.

  4. 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...

  5. 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...

  6. Automated input data management in manufacturing process simulation

    OpenAIRE

    Ettefaghian, Alireza

    2015-01-01

    Input Data Management (IDM) is a time consuming and costly process for Discrete Event Simulation (DES) projects. Input Data Management is considered as the basis of real-time process simulation (Bergmann, Stelzer and Strassburger, 2011). According to Bengtsson et al. (2009), data input phase constitutes on the average about 31% of the time of an entire simulation project. Moreover, the lack of interoperability between manufacturing applications and simulation software leads to a high cost to ...

  7. 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.

  8. 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.

  9. SUCCESS CONCEPT ANALYSIS APPLIED TO THE INFORMATION TECHNOLOGY PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Cassio C. Montenegro Duarte

    2012-05-01

    Full Text Available This study evaluates the concept of success in project management that is applicable to the IT universe, from the classical theory associated with the techniques of project management. Therefore, it applies the theoretical analysis associated to the context of information technology in enterprises as well as the classic literature of traditional project management, focusing on its application in business information technology. From the literature developed in the first part of the study, four propositions were prepared for study which formed the basis for the development of the field research with three large companies that develop projects of Information Technology. The methodology used in the study predicted the development of the multiple case study. Empirical evidence suggests that the concept of success found in the classical literature in project management adjusts to the environment management of IT projects. Showed that it is possible to create the model of standard IT projects in order to replicate it in future derivatives projects, which depends on the learning acquired at the end of a long and continuous process and sponsorship of senior management, which ultimately results in its merger into the company culture.

  10. Integrating risk management into the baselining process

    International Nuclear Information System (INIS)

    Jennett, N.; Tonkinson, A.

    1994-01-01

    These processes work together in building the project (comprised of the technical, schedule, and cost baselines) against which performance is measured and changes to the scope, schedule and cost of a project are managed and controlled. Risk analysis is often performed as the final element of the scheduling or estimating processes, a precursor to establishing cost and schedule contingency. However, best business practices dictate that information that may be crucial to the success of a project be analyzed and incorporated into project planning as soon as it is available and usable. The purpose or risk management is not to eliminate risk. Neither is it intended to suggest wholesale re-estimating and re-scheduling of a project. Rather, the intent is to make provisions to reduce and control the schedule and/or cost ramifications of risk by anticipating events and conditions that cannot be reliably planned for and which have the potential to negatively impact accomplishment of the technical objectives and requirements of the project

  11. 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.

  12. Issues and measures in the design process from the perspective of risk management of construction projects. study of power plant construction projects accident cases

    International Nuclear Information System (INIS)

    Iwahara, Hirohiko; Shiraki, Wataru; Inomo, Hitoshi; Hasegawa, Syuichi

    2015-01-01

    Construction of power plants, foundation work, consisting of a wide variety of construction work, such as plant equipment work. And, civil engineering, technician electrical such as different engineering field, is a comprehensive construction project that works for the design conditions of the structure. However, if the cooperation design conditions is not sufficient, as a construction project, the optimal structures may not be said to have been built. As a result, total cost or increased, including the initial cost of the end construction projects, it is be a cause of the accident. Previous studies, plant equipment construction, is related to safety management and risk of foundation work such as individual construction were many. In this paper, as an example the power plant construction, and performs the following discussion from the point of view of risk management of large-scale construction projects that these individual construction work together with each other. The importance of design conditions cooperation, (1) 'Challenges and countermeasures of ordering method of construction projects', to verify from the (2) 'actually happened substation foundation displacement accident'. And on whether or not the construction project order institutions can be involved in the design from the site preparation stage, we study (3) for 'construction work scope and risk control the construction project ordering institutions to implement' the risk to the natural disaster (earthquake). From these, we describe the challenges and measures in the construction project of the design process. (author)

  13. STRATEGIC PROJECT MANAGEMENT PRINCIPLES, PROGRAMS AND PORTFOLIOS OF THE MEDICAL INSTITUTION

    Directory of Open Access Journals (Sweden)

    Елена Борисовна ДАНЧЕНКО

    2017-03-01

    Full Text Available The article gives a brief overview of the latest research in the direction of the use of the project-based approach to the management of medical institutions. It is shown that medicine today is a project-oriented area, and modern scientific studies suggest the use of not only the project management approach and portfolio management. The various scientific sources proposed the classification of projects of medical institutions, mechanisms of formation of projects portfolios of such institutions. The concept of integrated management of medical institutions, which includes strategic, project, portfolio, program management approach (S3P-concept, is offered. According to this concept, the process of S3P-management of the medical institution will include four stages, which are closely interrelated. For the first time, the pair principles of S3P-management are formulated. The proposed concept and principles of S3P-management of medical institution require further development and creating of models, methods and integrated management tools, as well as the development of a system of indicators verify compliance with the organization's strategy of its projects, projects portfolios and programs. This concept and the proposed integrated management principles are universal and can be applied to any project-oriented area.

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

    Directory of Open Access Journals (Sweden)

    Avruscio G

    2017-10-01

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

  15. ECO INVESTMENT PROJECT MANAGEMENT THROUGH TIME APPLYING ARTIFICIAL NEURAL NETWORKS

    Directory of Open Access Journals (Sweden)

    Tamara Gvozdenović

    2007-06-01

    Full Text Available he concept of project management expresses an indispensable approach to investment projects. Time is often the most important factor in these projects. The artificial neural network is the paradigm of data processing, which is inspired by the one used by the biological brain, and it is used in numerous, different fields, among which is the project management. This research is oriented to application of artificial neural networks in managing time of investment project. The artificial neural networks are used to define the optimistic, the most probable and the pessimistic time in PERT method. The program package Matlab: Neural Network Toolbox is used in data simulation. The feed-forward back propagation network is chosen.

  16. Risk Management on the National Compact Stellarator Project (NCSX)

    International Nuclear Information System (INIS)

    Simmons, Robert T.; Heitzenroeder, Philip J.; Reiersen, Wayne T.; Neilson, George H.; Strykowsky, Ronald L.; Rej, Donald; Gruber, Christopher O.

    2009-01-01

    In its simplest form, risk management is a continuous assessment from project start to completion that identifies what can impact your project (i.e., what the risks are)., which of these risks are important, and identification and implementation of strategies to deal with these risks (both threats and opportunities). The National Compact Stellerator Experiment (NCSX) Project was a 'first-of-a-kind' fusion experiment that was technically very challenging, primarily resulting from the complex component geometries and tight tolerances. Initial risk quantification approaches proved inadequate and contributed to the escalation of costs as the design evolved and construction started. After the Project was well into construction, a new risk management plan was adopted. This plan was based on successful Department of Energy (DOE) and industrial risk management precepts. This paper will address the importance of effective risk management processes and lessons learned. It is of note that a steady reduction of risk was observed in the last six months of the project

  17. 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.

  18. Managing Projects with CSR in mind

    DEFF Research Database (Denmark)

    Kampf, Constance; Thomsen, Christa

    2008-01-01

    This paper examines project management as a place where CSR can be operationalized, focusing particularly on project conception processes and co-constructing CSR knowledge with emergent tertiary stakeholders. Two projects which dealt with emergent tertiary stakeholders differently are examined.......  First, the Finnish company Metsa-Botnia's paper pulp plant in Uruguay is examined as a project in which a tertiary stakeholder, Argentina, emerged during the early stages of the project.  Argentina requested dialogue about the project conception and Metsa Botnia did not include them.  In contrast......, the Danish emergency services company Falck A/S's project on redefining CSR is offered as an example of a project transformed through dialogue with the emergent tertiary stakeholder, the county of Aarhus.   To analyze the cases, the paper combines Morsing & Schultz's (2006) dialectic CSR strategy based...

  19. Keynote presentation: Project Management, Technology and Evolving Work Processes

    DEFF Research Database (Denmark)

    Kampf, Constance Elizabeth

    not be used in the workplace when students graduate, but rather on the ”engine” of problem solving and communication strategies which drives projects and affects project success from the stakeholders point of view. Once students understand the engine, they are able to not only use software tools...... management documents looked like, but also how these documents are interconnected and work together to solve a problem. In addition, as they were in communication with a real client, they needed to work iteratively, ch anging their understanding of the problem, which in turn changed their options for solving...... the problem as well as planning and communicating the solution. This dynamic participation in problem solving helped students gain experience beyond recognition and reproduction  Campus Encounters – Bridging Learners Conference “Developing Competences for Next Generation Service Sectors” April 13–14, 2011...

  20. Electronic Handbooks Simplify Process Management

    Science.gov (United States)

    2012-01-01

    Getting a multitude of people to work together to manage processes across many organizations for example, flight projects, research, technologies, or data centers and others is not an easy task. Just ask Dr. Barry E. Jacobs, a research computer scientist at Goddard Space Flight Center. He helped NASA develop a process management solution that provided documenting tools for process developers and participants to help them quickly learn, adapt, test, and teach their views. Some of these tools included editable files for subprocess descriptions, document descriptions, role guidelines, manager worksheets, and references. First utilized for NASA's Headquarters Directives Management process, the approach led to the invention of a concept called the Electronic Handbook (EHB). This EHB concept was successfully applied to NASA's Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs, among other NASA programs. Several Federal agencies showed interest in the concept, so Jacobs and his team visited these agencies to show them how their specific processes could be managed by the methodology, as well as to create mockup versions of the EHBs.

  1. The Process of Risk Management for a Project to Extract Shale Gas

    Energy Technology Data Exchange (ETDEWEB)

    Hurtado, A.; Eguilior, S.; Recreo, F.

    2014-07-01

    deal. Communication between stake holders throughout the process is a critical element in risk management. Decisions regarding risk issues must strike a balance between the technical aspects of them and the social and moral consequences of the project. (Author)

  2. The Process of Risk Management for a Project to Extract Shale Gas

    International Nuclear Information System (INIS)

    Hurtado, A.; Eguilior, S.; Recreo, F.

    2014-01-01

    deal. Communication between stake holders throughout the process is a critical element in risk management. Decisions regarding risk issues must strike a balance between the technical aspects of them and the social and moral consequences of the project. (Author)

  3. Management of environmental and radiation data - the Olympic Dam project

    International Nuclear Information System (INIS)

    Jenkins, B.

    1987-01-01

    In terms of data management the Olympic Dam Project is in a process of transition from investigative studies to operational monitoring. The data management requirements for investigative studies are quite different requirements and indicates the progress taken in this transition, as well as the directions being taken to complete this transition. The environmental and radiation management programs for the Olympic Dam Project have already stored 70 megabytes of data on computer. With the comprehensive monitoring requirements which have been, or are in the process of being established for production operations, the volume of data is increasing. There are six main areas involving environmental and radiation data management: project area environmental monitoring; monitoring of the impact pathway from groundwater extraction for water supply to possible effects on mound springs; radiation levels in the environment; radiation exposures to designated employees; other occupational exposures in the mine; medical records relevant to occupational health

  4. A Quantitative Examination of Critical Success Factors Comparing Agile and Waterfall Project Management Methodologies

    Science.gov (United States)

    Pedersen, Mitra

    2013-01-01

    This study investigated the rate of success for IT projects using agile and standard project management methodologies. Any successful project requires use of project methodology. Specifically, large projects require formal project management methodologies or models, which establish a blueprint of processes and project planning activities. This…

  5. Value Triangles in the Management of Building Projects

    DEFF Research Database (Denmark)

    Jensen, Per Anker

    2013-01-01

    The purpose of this paper is to investigate value triangles and their implementation in the management of building projects. The paper is based on results from a research project on space strategies and building values, which included a major case study of the development of facilities for Danish...... Broadcasting Corporation (DR) over time. The conventional iron triangle of quality, cost and schedule for project management is the theoretical starting point, but this is seen as mainly being related to process integrity in the construction stage. It is supplemented by a similar value triangle of cultural...... value, use value and quality of realization for product integrity, mainly for the design stage. Based on this framework an evaluation is made of the value management in six of DR’s building projects from the first around 1930 to the most recent – the new headquarters DR Byen finalised in 2009...

  6. 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....

  7. Strategic leadership of portfolio and project management

    CERN Document Server

    Kloppenborg, Timothy J

    2014-01-01

    As an executive in today's economy, your organization may have limited resources and bench strength. How can you and other leaders make the most of your company's assets? This book will instruct you and your leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects and other work. Inside, you'll learn how to sponsor every project stage, as well as instruct your project managers and direct reports to follow your lead. Detailed advice is given for project management competency on utilizing input from customers, employees, and processes. Much of your organization's work is probably dependent on information technology and understanding and using information technology as a strategic weapon, and with this book, you'll learn how your organization can become competitive and how to effectively implement smart business strategies. This book outlines how these portfolio and project decisions have to be made based on both qualitat...

  8. Project Success in IT Project Management

    OpenAIRE

    Siddiqui, Farhan Ahmed

    2010-01-01

    The rate of failed and challenged Information Technology (IT) projects is too high according to the CHAOS Studies by the Standish Group and the literature on project management (Standish Group, 2008). The CHAOS Studies define project success as meeting the triple constraints of scope, time, and cost. The criteria for project success need to be agreed by all parties before the start of the project and constantly reviewed as the project progresses. Assessing critical success factors is another ...

  9. Managing the high level waste nuclear regulatory commission licensing process

    International Nuclear Information System (INIS)

    Baskin, K.P.

    1992-01-01

    This paper reports that the process for obtaining Nuclear Regulatory Commission permits for the high level waste storage facility is basically the same process commercial nuclear power plants followed to obtain construction permits and operating licenses for their facilities. Therefore, the experience from licensing commercial reactors can be applied to the high level waste facility. Proper management of the licensing process will be the key to the successful project. The management of the licensing process was categorized into four areas as follows: responsibility, organization, communication and documentation. Drawing on experience from nuclear power plant licensing and basic management principles, the management requirement for successfully accomplishing the project goals are discussed

  10. A Three Cohort Study of Role-Play Instruction for Agile Project Management

    Science.gov (United States)

    Schmitz, Kurt

    2018-01-01

    Agile Project Management methods and processes that emphasize action and feedback over planning continue to gain prominence for Information Systems projects. This topic is an ideal candidate to lead the evolution of project management instruction from teaching "about" to learning "how to." This paper describes a role-play…

  11. An Agent Based Approach for Project Management in Construction

    OpenAIRE

    Sencer, Safiye; Turgay, Tahsin

    2013-01-01

    Project management has an important role in terms of time, cost and flexibility. An agentbased architecture provides additional robustness, scalability, flexibility that is particularly appropriate for problems with a dynamic and distributed nature. Integrated agent based project management covers design and construction planning. It is combined with plan execution, tolerating both the design and plan, which may be changed as necessary. In this reason, the decision making process requires tha...

  12. Software Process Improvement Journey: IBM Australia Application Management Services

    Science.gov (United States)

    2005-03-01

    See Section 5.1.2) - Client Relationship Management ( CRM ) processes-specifically, Solution Design and Solution Delivery - Worldwide Project Management ...plex systems life-cycle management , rapid solutions development, custom development, package selection and implementation, maintenance, minor...CarnegieMellon ___ Software Engineering Institute Software Process Improvement Journey: IBM Australia Application Management Services Robyn Nichols

  13. Modeling and Simulation of Project Management through the PMBOK® Standard Using Complex Networks

    Directory of Open Access Journals (Sweden)

    Luz Stella Cardona-Meza

    2017-01-01

    Full Text Available Discussion about project management, in both the academic literature and industry, is predominantly based on theories of control, many of which have been developed since the 1950s. However, issues arise when these ideas are applied unilaterally to all types of projects and in all contexts. In complex environments, management problems arise from assuming that results, predicted at the start of a project, can be sufficiently described and delivered as planned. Thus, once a project reaches a critical size, a calendar, and a certain level of ambiguity and interconnection, the analysis centered on control does not function adequately. Projects that involve complex situations can be described as adaptive complex systems, consistent in multiple interdependent dynamic components, multiple feedback processes, nonlinear relations, and management of hard data (process dynamics and soft data (executive team dynamics. In this study, through a complex network, the dynamic structure of a project and its trajectories are simulated using inference processes. Finally, some numerical simulations are described, leading to a decision making tool that identifies critical processes, thereby obtaining better performance outcomes of projects.

  14. 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...

  15. 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.

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

    International Nuclear Information System (INIS)

    Wecks, M.D.

    1998-01-01

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

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

    International Nuclear Information System (INIS)

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

    1998-01-01

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

  18. Working capital management in the process of financial support of investment and construction projects and of the construction material industry

    Science.gov (United States)

    Danilochkina, Nadezhda; Lukmanova, Inessa; Roshchina, Olga; Voytolovskiy, Nikolay

    2018-03-01

    The article presents the analysis of working capital in the process of financial support of high-rise construction investment projects. The factors influencing the choice of the working capital management model were analyzed, the reasons of the change in the requirement for the values of current assets in the process of construction of high-rise facilities were determined. The author has developed the scheme of interrelation between production, operational and financial activity cycles of enterprises implementing investment projects of unique buildings and structures and made a comparative description of their financing sources.

  19. Waste management for the Shippingport Station Decommissioning Project

    International Nuclear Information System (INIS)

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

    1987-01-01

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

  20. 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...

  1. Project Management: Essential Skill of Nurse Informaticists.

    Science.gov (United States)

    Sipes, Carolyn

    2016-01-01

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

  2. 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…

  3. SAT project introduction: management issues

    International Nuclear Information System (INIS)

    Kazennov, A.Yu.

    1998-01-01

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

  4. Project management plan, Waste Receiving and Processing Facility, Module 1, Project W-026

    Energy Technology Data Exchange (ETDEWEB)

    Starkey, J.G.

    1993-05-01

    The Hanford Waste Receiving and Processing Facility Module 1 Project (WRAP 1) has been established to support the retrieval and final disposal of approximately 400K grams of plutonium and quantities of hazardous components currently stored in drums at the Hanford Site.

  5. Project management plan, Waste Receiving and Processing Facility, Module 1, Project W-026

    International Nuclear Information System (INIS)

    Starkey, J.G.

    1993-05-01

    The Hanford Waste Receiving and Processing Facility Module 1 Project (WRAP 1) has been established to support the retrieval and final disposal of approximately 400K grams of plutonium and quantities of hazardous components currently stored in drums at the Hanford Site

  6. 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...

  7. Project risk management in the construction of high-rise buildings

    Science.gov (United States)

    Titarenko, Boris; Hasnaoui, Amir; Titarenko, Roman; Buzuk, Liliya

    2018-03-01

    This paper shows the project risk management methods, which allow to better identify risks in the construction of high-rise buildings and to manage them throughout the life cycle of the project. One of the project risk management processes is a quantitative analysis of risks. The quantitative analysis usually includes the assessment of the potential impact of project risks and their probabilities. This paper shows the most popular methods of risk probability assessment and tries to indicate the advantages of the robust approach over the traditional methods. Within the framework of the project risk management model a robust approach of P. Huber is applied and expanded for the tasks of regression analysis of project data. The suggested algorithms used to assess the parameters in statistical models allow to obtain reliable estimates. A review of the theoretical problems of the development of robust models built on the methodology of the minimax estimates was done and the algorithm for the situation of asymmetric "contamination" was developed.

  8. California Food Processing Industry Wastewater Demonstration Project: Phase I Final Report

    Energy Technology Data Exchange (ETDEWEB)

    Lewis, Glen; Atkinson, Barbara; Rhyne, Ivin

    2009-09-09

    Wastewater treatment is an energy-intensive process and electricity demand is especially high during the utilities summer peak electricity demand periods. This makes wastewater treatment facilities prime candidates for demand response programs. However, wastewater treatment is often peripheral to food processing operations and its demand response opportunities have often been overlooked. Phase I of this wastewater demonstration project monitored wastewater energy and environmental data at Bell-Carter Foods, Inc., California's largest olive processing plant. For this monitoring activity the project team used Green Energy Management System (GEMS) automated enterprise energy management (EEM) technologies. This report presents results from data collected by GEMS from September 15, 2008 through November 30, 2008, during the olive harvest season. This project established and tested a methodology for (1) gathering baseline energy and environmental data at an industrial food-processing plant and (2) using the data to analyze energy efficiency, demand response, daily peak load management, and environmental management opportunities at the plant. The Phase I goals were to demonstrate the measurement and interrelationship of electricity demand, electricity usage, and water quality metrics and to estimate the associated CO{sub 2} emissions.

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

    Science.gov (United States)

    Sorge, Les L.

    2009-01-01

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

  10. Preliminary Study on Management of Agricultural Scientific Research Projects in the New Situation

    Institute of Scientific and Technical Information of China (English)

    Haiyan LUO; Qingqun YAO; Lizhen CHEN; Yu ZHENG

    2015-01-01

    Project management of agricultural scientific research institutions is an important section of agricultural scientific research plan management. It is of great significance for sustainable development of scientific research work of scientific research institutions. According to a series of opinions and notices about scientific and technological system reform issued by the state,and combining current situations of management of scientific research projects in scientific research institutions,this paper made a preliminary study on management of agricultural scientific research projects in the new trend. Finally,on the basis of the current situations of management of agricultural scientific research projects,it came up with pertinent recommendations,including strengthening communication and cooperation and actively declaring projects,strengthening preliminary planning of projects and establishing project information database,reinforcing project process management,ensuring on-time and high quality completion of projects,and strengthening learning and improving quality of management personnel.

  11. 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

  12. Workload management in the EMI project

    International Nuclear Information System (INIS)

    Andreetto, Paolo; Bertocco, Sara; Dorigo, Alvise; Frizziero, Eric; Gianelle, Alessio; Sgaravatto, Massimo; Zangrando, Luigi; Capannini, Fabio; Cecchi, Marco; Mezzadri, Massimo; Prelz, Francesco; Rebatto, David; Monforte, Salvatore; Kretsis, Aristotelis

    2012-01-01

    The EU-funded project EMI, now at its second year, aims at providing a unified, high quality middleware distribution for e-Science communities. Several aspects about workload management over diverse distributed computing environments are being challenged by the EMI roadmap: enabling seamless access to both HTC and HPC computing services, implementing a commonly agreed framework for the execution of parallel computations and supporting interoperability models between Grids and Clouds. Besides, a rigourous requirements collection process, involving the WLCG and various NGIs across Europe, assures that the EMI stack is always committed to serving actual needs. With this background, the gLite Workload Management System (WMS), the meta-scheduler service delivered by EMI, is augmenting its functionality and scheduling models according to the aforementioned project roadmap and the numerous requirements collected over the first project year. This paper is about present and future work of the EMI WMS, reporting on design changes, implementation choices and longterm vision.

  13. 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…

  14. 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...

  15. 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...

  16. RISK MANAGEMENT AUTOMATION OF SOFTWARE PROJECTS BASED ОN FUZZY INFERENCE

    Directory of Open Access Journals (Sweden)

    T. M. Zubkova

    2015-09-01

    Full Text Available Application suitability for one of the intelligent methods for risk management of software projects has been shown based on the review of existing algorithms for fuzzy inference in the field of applied problems. Information sources in the management of software projects are analyzed; major and minor risks are highlighted. The most critical parameters have been singled out giving the possibility to estimate the occurrence of an adverse situations (project duration, the frequency of customer’s requirements changing, work deadlines, experience of developers’ participation in such projects and others.. The method of qualitative fuzzy description based on fuzzy logic has been developed for analysis of these parameters. Evaluation of possible situations and knowledge base formation rely on a survey of experts. The main limitations of existing automated systems have been identified in relation to their applicability to risk management in the software design. Theoretical research set the stage for software system that makes it possible to automate the risk management process for software projects. The developed software system automates the process of fuzzy inference in the following stages: rule base formation of the fuzzy inference systems, fuzzification of input variables, aggregation of sub-conditions, activation and accumulation of conclusions for fuzzy production rules, variables defuzzification. The result of risk management automation process in the software design is their quantitative and qualitative assessment and expert advice for their minimization. Practical significance of the work lies in the fact that implementation of the developed automated system gives the possibility for performance improvement of software projects.

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

    Science.gov (United States)

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

    2017-11-01

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

  18. Project Interface Requirements Process Including Shuttle Lessons Learned

    Science.gov (United States)

    Bauch, Garland T.

    2010-01-01

    Most failures occur at interfaces between organizations and hardware. Processing interface requirements at the start of a project life cycle will reduce the likelihood of costly interface changes/failures later. This can be done by adding Interface Control Documents (ICDs) to the Project top level drawing tree, providing technical direction to the Projects for interface requirements, and by funding the interface requirements function directly from the Project Manager's office. The interface requirements function within the Project Systems Engineering and Integration (SE&I) Office would work in-line with the project element design engineers early in the life cycle to enhance communications and negotiate technical issues between the elements. This function would work as the technical arm of the Project Manager to help ensure that the Project cost, schedule, and risk objectives can be met during the Life Cycle. Some ICD Lessons Learned during the Space Shuttle Program (SSP) Life Cycle will include the use of hardware interface photos in the ICD, progressive life cycle design certification by analysis, test, & operations experience, assigning interface design engineers to Element Interface (EI) and Project technical panels, and linking interface design drawings with project build drawings

  19. Risk Management Plan for Tank Farm Restoration and Safe Operations, Project W-314

    International Nuclear Information System (INIS)

    MCGREW, D.L.

    2000-01-01

    The Risk Management Plan for Project W-314 describes the systems, processes and procedures for implementation of applicable risk management practices described in HNF-0842, Volume IV, Section 2.6, ''Risk Management''. This plan is tailored specifically for use by Project W-314

  20. Process competencies in a problem and project based learning environment

    DEFF Research Database (Denmark)

    Du, Xiangyun; Kolmos, Anette

    2006-01-01

    with the expected professional competencies. Based on the educational practice of PBL Aalborg Model, which is characterized by problem-orientation, project-organization and team work, this paper examines the process of developing process competencies through studying engineering in a PBL environment from...... process competencies through doing problem and project based work in teams? 2) How do students perceive their achievement of these process competencies?......Future engineers are not only required to master technological competencies concerning solving problems, producing and innovating technology, they are also expected to have capabilities of cooperation, communication, and project management in diverse social context, which are referred to as process...

  1. Project Management as a means of knowledge communication for the Information economy

    DEFF Research Database (Denmark)

    Kampf, Constance

    Currently Project Management as a field is understood from an engineering and management perspective as a system of planning, managing and monitoring work processes involved in projects.  The systems focus does not preclude communication as an important element, but it does not synthesize...... communication concepts with project management practices. Understanding Project Management from a communication perspective entails synthesizing key concepts from Knowledge Communication, Knowledge Management and Rhetoric.  From Knowledge Communication, key concepts include Wenger's Communities of Practice...... (1998), Nonaka & Takeuchi´s' SECI model describing the relationship between tacit and explicit knowledge in the context of knowledge creation (1995), and Davenport & Prusak's problematization of knowledge definitions in Working Knowledge (1998, 2000).  From a Knowledge Management Perspective, key...

  2. 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.

  3. 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.'

  4. 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.

  5. Research on process management of nuclear power technological innovation

    International Nuclear Information System (INIS)

    Yang Hua; Zhou Yu

    2005-01-01

    Different from the other technological innovation processes, the technological innovation process of nuclear power engineering project is influenced deeply by the extensive environmental factors, the technological innovation of nuclear power engineering project needs to make an effort to reduce environmental uncertainty. This paper had described the mechanism of connection technological innovation process of nuclear power engineering project with environmental factors, and issued a feasible method based on model of bargaining to incorporate technological innovation process management of nuclear power engineering project with environmental factors. This method has realistic meanings to guide the technological innovation of nuclear power engineering project. (authors)

  6. TERMINOLOGY MANAGEMENT FRAMEWORK DEVIATIONS IN PROJECTS

    Directory of Open Access Journals (Sweden)

    Олена Борисівна ДАНЧЕНКО

    2015-05-01

    Full Text Available The article reviews new approaches to managing projects deviations (risks, changes, problems. By offering integrated control these parameters of the project and by analogy with medical terminological systems building a new system for managing terminological variations in the projects. With an improved method of triads system definitions are analyzed medical terms that make up terminological basis. Using the method of analogy proposed new definitions for managing deviations in projects. By using triad integrity built a new system triad in project management, which will subsequently also analogous to develop a new methodology of deviations in projects.

  7. 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)

  8. Decision Process Analysis on Project Priority Strategy: A Case Study of an ICT Design Firm

    Directory of Open Access Journals (Sweden)

    Vincent F. Yu

    2014-01-01

    Full Text Available Project priority strategy is the benchmarking of a corporate operation management strategy and in particular is used by a projects-based research and development firm in the complex competence environment of the information and communication technology (ICT industry. This research takes the variables of external environments and internal resources into account for a firm’s market, technology, and finance assets in order to present a decision process on a project priority strategy. This empirical study also addresses the key factors of the interaction between business on a project development’s supply chain: clients, the examined firm, and suppliers. The findings indicate that a profit-driven project can dominate the firm’s strategic operations and management from the resource-based view and analytic hierarchy process technique perspectives. At the same time, the analysis results contribute significant values to project decision management, which is highly recommended for small-medium enterprises conducting product/project development, project portfolio management, and strategic business management.

  9. THE MEASUREMENT AND EVALUATION OF THE INTERNAL COMMUNICATION PROCESS IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Pop Alexandra Mihaela

    2013-07-01

    The model is a useful tool for improving the internal communication process of a project and help the project raise its efficiency. It has been created based on the characteristics of the information flow within a project. Also the Internal Communication Analysis Model – ICAM – helps improve the projects‘ deliverables by making sure that everyone in the project understood their roles correctly.

  10. 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.

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

    Directory of Open Access Journals (Sweden)

    Aline Sacchi Homrich

    2017-06-01

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

  12. 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.

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

    Directory of Open Access Journals (Sweden)

    Siw Lundqvist

    2014-05-01

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

  14. Methods and Management of the Healthy Brain Study: A Large Multisite Qualitative Research Project

    Science.gov (United States)

    Laditka, Sarah B.; Corwin, Sara J.; Laditka, James N.; Liu, Rui; Friedman, Daniela B.; Mathews, Anna E.; Wilcox, Sara

    2009-01-01

    Purpose of the study: To describe processes used in the Healthy Brain project to manage data collection, coding, and data distribution in a large qualitative project, conducted by researchers at 9 universities in 9 states. Design and Methods: Project management protocols included: (a) managing audiotapes and surveys to ensure data confidentiality,…

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

    Directory of Open Access Journals (Sweden)

    G. van Zyl

    2006-11-01

    Full Text Available The aim of the paper is to introduce a human resource efficiency model in order to rank the most important human resource driving forces for project management best practices. The results of the model will demonstrate how the human resource component of project management acts as the primary function to enhance organizational performance, codified through improved logical end-state programmes, work ethics and process contributions. Given the hypothesis that project management best practices involve significant human resource and organizational changes, one would reasonably expect this process to influence and resonate throughout all the dimensions of an organisation.

  16. 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

  17. A functional-dynamic reflection on participatory processes in modeling projects.

    Science.gov (United States)

    Seidl, Roman

    2015-12-01

    The participation of nonscientists in modeling projects/studies is increasingly employed to fulfill different functions. However, it is not well investigated if and how explicitly these functions and the dynamics of a participatory process are reflected by modeling projects in particular. In this review study, I explore participatory modeling projects from a functional-dynamic process perspective. The main differences among projects relate to the functions of participation-most often, more than one per project can be identified, along with the degree of explicit reflection (i.e., awareness and anticipation) on the dynamic process perspective. Moreover, two main approaches are revealed: participatory modeling covering diverse approaches and companion modeling. It becomes apparent that the degree of reflection on the participatory process itself is not always explicit and perfectly visible in the descriptions of the modeling projects. Thus, the use of common protocols or templates is discussed to facilitate project planning, as well as the publication of project results. A generic template may help, not in providing details of a project or model development, but in explicitly reflecting on the participatory process. It can serve to systematize the particular project's approach to stakeholder collaboration, and thus quality management.

  18. 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.

  19. 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…

  20. 76 FR 56363 - Capital Project Management

    Science.gov (United States)

    2011-09-13

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

  1. 78 FR 16460 - Capital Project Management

    Science.gov (United States)

    2013-03-15

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

  2. 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.

  3. The NASA Continuous Risk Management Process

    Science.gov (United States)

    Pokorny, Frank M.

    2004-01-01

    As an intern this summer in the GRC Risk Management Office, I have become familiar with the NASA Continuous Risk Management Process. In this process, risk is considered in terms of the probability that an undesired event will occur and the impact of the event, should it occur (ref., NASA-NPG: 7120.5). Risk management belongs in every part of every project and should be ongoing from start to finish. Another key point is that a risk is not a problem until it has happened. With that in mind, there is a six step cycle for continuous risk management that prevents risks from becoming problems. The steps are: identify, analyze, plan, track, control, and communicate & document. Incorporated in the first step are several methods to identify risks such as brainstorming and using lessons learned. Once a risk is identified, a risk statement is made on a risk information sheet consisting of a single condition and one or more consequences. There can also be a context section where the risk is explained in more detail. Additionally there are three main goals of analyzing a risk, which are evaluate, classify, and prioritize. Here is where a value is given to the attributes of a risk &e., probability, impact, and timeframe) based on a multi-level classification system (e.g., low, medium, high). It is important to keep in mind that the definitions of these levels are probably different for each project. Furthermore the risks can be combined into groups. Then, the risks are prioritized to see what risk is necessary to mitigate first. After the risks are analyzed, a plan is made to mitigate as many risks as feasible. Each risk should be assigned to someone in the project with knowledge in the area of the risk. Then the possible approaches to choose from are: research, accept, watch, or mitigate. Next, all risks, mitigated or not, are tracked either individually or in groups. As the plan is executed, risks are re-evaluated, and the attribute values are adjusted as necessary. Metrics

  4. Project risk management in complex petrochemical system

    Directory of Open Access Journals (Sweden)

    Kirin Snežana

    2012-01-01

    Full Text Available Investigation of risk in complex industrial systems, as well as evaluation of main factors influencing decision making and implementation process using large petrochemical company as an example, has proved the importance of successful project risk management. This is even more emphasized when analyzing systems with complex structure, i.e. with several organizational units. It has been shown that successful risk management requires modern methods, based on adequate application of statistical analysis methods.

  5. 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...

  6. 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...

  7. [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.

  8. Cesium legacy safety project management work plan

    International Nuclear Information System (INIS)

    Durham, J.S.

    1998-01-01

    This Management Work Plan (MWP) describes the process flow, quality assurance controls, and the Environment, Safety, and Health requirements of the Cesium Legacy Safety Project. This MWP provides an overview of the project goals and methods for repackaging the non-conforming Type W overpacks and packaging the CsCl powder and pellets. This MWP is not intended to apply to other activities associated with the CsCl Legacy Safety Program (i.e., clean out of South Cell)

  9. 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...

  10. 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

  11. Use of a Knowledge Management System in Waste Management Projects

    International Nuclear Information System (INIS)

    Gruendler, D.; Boetsch, W.U.; Holzhauer, U.; Nies, R.A.

    2006-01-01

    In Germany the knowledge management system 'WasteInfo' about waste management and disposal issues has been developed and implemented. Beneficiaries of 'WasteInfo' are official decision makers having access to a large information pool. The information pool is fed by experts, so called authors This means compiling of information, evaluation and assigning of appropriate properties (metadata) to this information. The knowledge management system 'WasteInfo' has been introduced at the WM04, the operation of 'WasteInfo' at the WM05. The recent contribution describes the additional advantage of the KMS being used as a tool for the dealing with waste management projects. This specific aspect will be demonstrated using a project concerning a comparative analysis of the implementation of repositories in six countries using nuclear power as examples: The information of 'WasteInfo' is assigned to categories and structured according to its origin and type of publication. To use 'WasteInfo' as a tool for the processing the projects, a suitable set of categories has to be developed for each project. Apart from technical and scientific aspects, the selected project deals with repository strategies and policies in various countries, with the roles of applicants and authorities in licensing procedures, with safety philosophy and with socio-economic concerns. This new point of view has to be modelled in the categories. Similar to this, new sources of information such as local and regional dailies or particular web-sites have to be taken into consideration. In this way 'WasteInfo' represents an open document which reflects the current status of the respective repository policy in several countries. Information with particular meaning for the German repository planning is marked and by this may influence the German strategy. (authors)

  12. 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

  13. 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...

  14. 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.

  15. THE MODELLING OF ORGANIZATIONAL STRUCTURES OF MANAGEMENT BY REALIZING INVESTMENT CONSTRUCTION PROJECTS

    Directory of Open Access Journals (Sweden)

    Олег Александрович КУЧМА

    2016-03-01

    Full Text Available The authors consider the modeling of organizational structures by virtue of interaction between the basic participants by realizing of investment construction projects. This process is directed at the complex analysis of a problem of quality management by creating of building goods taking into account modern project management tendencies. The topicality of problem is obvious as by realizing of investment construction projects there is a liberal share of uncompleted projects, and in the completed projects actual values considerably exceed budgeted capital expenditures. The introduced model allows managing the project per quality system in all phases of the investment construction project‘s life cycle. It promotes refinement of building goods, improves the rate of successfully completed projects with actual values near budgeted.

  16. Office of River Protection: Simplifying Project management tools

    International Nuclear Information System (INIS)

    TAYLOR, D.G.

    2000-01-01

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

  17. Risk Management Improvement of Engineering Projects in Woodworking Industry

    Directory of Open Access Journals (Sweden)

    Simona Bartkutė

    2014-02-01

    Full Text Available Risk is a complex phenomenon that has physical, monetary, cultural and social dimensions. Every company wants tosave money, time, increase quality, optimise manufacturing, but each factor may involve different risks with different influenceto company, its reputation. The aim of the research is to find better risk management improvement decisions, using techniquesthat could help to reduce risk impact in wood-based nonstandard production with shorter project time, smoother design process,lower costs, better project coordination, increased ability to manage problems, technical solutions.

  18. Modelling process integration and its management – case of a public housing delivery organization in United Arab Emirates

    Directory of Open Access Journals (Sweden)

    Venkatachalam Senthilkumar

    2017-01-01

    Full Text Available Huge volume of project information are generated during the life cycle of an AEC projects. These project information are categorized in to technical and administrative information and managed through appropriate processes. There are many tools such as Document Management Systems, Building Information Modeling (BIM available to manage and integrate the technical information. However, the administrative information and its related processes such as the payment, status, authorization, approval etc. are not effectively managed. The current study aims to explore the administrative information management process of a local housing delivery public agency. This agency manages more than 2000 housing projects at any time of a year. The administrative processesare characterized withdelivery inconsistencies among various project participants. Though there are many commercially available process management systems, there exist limitations on the customization of the modules/ systems. Hence there is a need to develop an information management system which can integrates and manage these housing projects processes effectively. This requires the modeling of administrative processes and its interfaces among the various stakeholder processes. Hence this study aims to model the administrative processes and its related information during the life cycle of the project using IDEF0 and IDEF1X modeling. The captured processes and information interfaces are analyzed and appropriate process integration is suggested to avoid the delay in their project delivery processes. Further, the resultant model can be used for effectively managing the housing delivery projects.

  19. FORMATION OF RESPONSIBILITY AS A BEHAVIORAL SPECIALIST COMPETENCE IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Олександр Семенович ПОНОМАРЬОВ

    2016-02-01

    Full Text Available The essence of the phenomenon of responsibility is considered. It plays an important role in the life of man and society. A sense of personal responsibility is essential for professional project management. However, with respect to the standard IPMA behavioral competencies of the specialist does not consider responsibility as a competence. This article explains the need to consider the responsibility of one of the most important behavioral competencies of project management specialists. The paper analyzes the problem of studying the phenomenon of responsibility. Examples of his studies in philosophy, psychology, and pedagogy. The approaches to the formation and development of students' responsibility. Emphasized the lack of an integrated system of education accountability in higher education. Illuminated by the author's practical experience in the formation and development of responsibility in the process of teaching of the discipline "managerial competence". In particular, the standard program is supplemented with important topics of the course on the philosophy of management, psychology, management and culture management. It is shown that the effective formation of responsibility of students is necessary to ensure the integrity of the system of educational process and consistently apply active learning methods. It was stressed that the responsibility is required professionally and socially important personal characteristics of a person. This primarily relates to the project and to the members of his project team. It is proposed to include responsibility in behavioral specialist competencies in project management as one of the most important components.

  20. The Management of Law Firms Using Business Process Management, Document Management and Web Services Integration

    OpenAIRE

    Roxana Maria Petculet

    2012-01-01

    The aim of this paper is to present the technical solution implemented in the present context for the management of law firms. The informational system consists of the automation of business processes using a BPM engine and electronic archiving using a DMS. The communication between the two modules is made by invoking web services. The whole system integrates modules like: project management, contract management, invoice management, collection, CRM, reporting.

  1. 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.

  2. Les Robertson, CERN's LCG project manager

    CERN Multimedia

    Maximilien Brice

    2003-01-01

    "The LCG will provide a vital test-bed for the new Grid computing technologies that are set to revolutionise the way scientists use the world's computing resources in areas ranging from fundamental research to medical diagnosis," said Les Robertson, CERN's LCG project manager. The Grid is a new method of sharing processing power between computers in centres around the world.

  3. 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.

  4. 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...

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

    Science.gov (United States)

    Pacheco, José Márcio da Cunha; Gomes, Romeu

    2016-08-01

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

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

    Science.gov (United States)

    2016-04-30

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

  7. Risk Factors in ERP Implementation Projects for Process Oriented

    Directory of Open Access Journals (Sweden)

    Andrzej Partyka

    2009-09-01

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

  8. 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

  9. Controlling the Instructional Development Process. Training Development and Research Center Project Number Fifteen.

    Science.gov (United States)

    Sleezer, Catherine M.; Swanson, Richard A.

    Process control is a way of training managers in business and industry to plan, monitor, and communicate the instructional development process of training projects. Two simple and useful tools that managers use in controlling the process of instructional development are the Process Control Planning Sheet and the Process Control Record. The Process…

  10. 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

  11. 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.

  12. Strategically oriented project management of the decommissioning of nuclear power plants

    International Nuclear Information System (INIS)

    Kemmeter, Sascha; Woempener, Andreas

    2013-01-01

    Due to the politically induced change of the energy sector in Germany, the operators of nuclear power plants had to react and to deal with completely new conditions concerning the decommissioning of their plants on short notice. Therefore the operators have to devise new strategies for controlling their decommissioning and dismantling projects in a short amount of time and most often similarly for several plants. Two fundamental procedures are possible for the successful controlling of these dismantling projects: a centralized or a decentralized management organization. How these project control processes can be realized in an optimal way, is, next to other economic specifications of the dismantling of nuclear power plants, the topic of a new research project of the Chair of Management Accounting at the University Duisburg-Essen. In that process, results and experiences from other research and practical projects concerning general large-scale projects are being used. Selected findings have been compiled and are being discussed in this paper. (orig.)

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

    OpenAIRE

    G. van Zyl; P. Venier

    2006-01-01

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

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

    Science.gov (United States)

    Vinopal, Jennifer

    2012-01-01

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

  15. Replacement of the Project Manager Reflected Through Activity Theory and Work-System Theory

    Science.gov (United States)

    Vartiainen, Tero; Aramo-Immonen, Heli; Jussila, Jari; Pirhonen, Maritta; Liikamaa, Kirsi

    Replacement of the project manager (RPM) is a known phenomenon in information systems (IS) projects, but scant attention is given to it in the project management or IS literature. Given its critical effects on the project business, the organization, the project team, and the project manager, it should be studied in more depth. We identified factors which make RPM occurrences inherently different and we show that work-system theory and activity theory give comprehensive lenses to advance research on RPM. For the future research on RPM we identified three objectives: experiences on RPM, process model for RPM, and organizational culture's influence on RPM occurrences.

  16. 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.

  17. Project Management Plan for Initial Tank Retrieval Systems, Project W-211

    International Nuclear Information System (INIS)

    VAN BEEK, J.E.

    1999-01-01

    Project W-211, Initial Tank Retrieval Systems (ITRS), is a fiscal year 1994 Major Systems Acquisition that will provide systems for retrieval of radioactive wastes from selected double-shell tanks (DST). The contents of these tanks are a combination of supernatant liquids and settled solids. To retrieve waste from the tanks, it is first necessary to mix the liquid and solids prior to transferring the slurry to alternative storage or treatment facilities. The ITRS will provide systems to mobilize the settled solids and transfer the wastes out of the tanks. In so doing, ITRS provides feed for future processing plants, allows for consolidation of tank solids to manage space within existing DST storage capacity, and supports continued safe storage of tank waste. The ITRS scope has been revised to include waste retrieval systems for tanks AP-102, AP-104, AP-108, AN-103, AN-104, AN-105, AY-102, AZ-102, and SY-102. This current tank selection and sequence provides retrieval systems supporting the Privatized waste processing plant and sustains the ability to provide final remediation of several watch list DSTs via treatment. The ITRS is configured to support changing program needs, as constrained by available budget, by maintaining the flexibility for exchanging tanks requiring mixer pump-based retrieval systems and shifting the retrieval sequence. Preliminary design was configured such that an adequate basis exists for initiating Title II design of a mixer pump based retrieval system for any DST. This Project Management Plan (PMP) documents the methodology for managing the ITRS, formalizes organizational responsibilities and interfaces, and identifies project requirements such as change control, design verification, systems engineering, and human factors engineering

  18. 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...

  19. 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...

  20. Change management methodologies trained for automotive infotainment projects

    Science.gov (United States)

    Prostean, G.; Volker, S.; Hutanu, A.

    2017-01-01

    An Automotive Electronic Control Units (ECU) development project embedded within a car Environment is constantly under attack of a continuous flow of modifications of specifications throughout the life cycle. Root causes for those modifications are for instance simply software or hardware implementation errors or requirement changes to satisfy the forthcoming demands of the market to ensure the later commercial success. It is unavoidable that from the very beginning until the end of the project “requirement changes” will “expose” the agreed objectives defined by contract specifications, which are product features, budget, schedule and quality. The key discussions will focus upon an automotive radio-navigation (infotainment) unit, which challenges aftermarket devises such as smart phones. This competition stresses especially current used automotive development processes, which are fit into a 4 Year car development (introduction) cycle against a one-year update cycle of a smart phone. The research will focus the investigation of possible impacts of changes during all phases of the project: the Concept-Validation, Development and Debugging-Phase. Building a thorough understanding of prospective threats is of paramount importance in order to establish the adequate project management process to handle requirement changes. Personal automotive development experiences and Literature review of change- and configuration management software development methodologies led the authors to new conceptual models, which integrates into the structure of traditional development models used in automotive projects, more concretely of radio-navigation projects.

  1. 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

  2. Data management for community research projects: A JGOFS case study

    Science.gov (United States)

    Lowry, Roy K.

    1992-01-01

    Since the mid 1980s, much of the marine science research effort in the United Kingdom has been focused into large scale collaborative projects involving public sector laboratories and university departments, termed Community Research Projects. Two of these, the Biogeochemical Ocean Flux Study (BOFS) and the North Sea Project incorporated large scale data collection to underpin multidisciplinary modeling efforts. The challenge of providing project data sets to support the science was met by a small team within the British Oceanographic Data Centre (BODC) operating as a topical data center. The role of the data center was to both work up the data from the ship's sensors and to combine these data with sample measurements into online databases. The working up of the data was achieved by a unique symbiosis between data center staff and project scientists. The project management, programming and data processing skills of the data center were combined with the oceanographic experience of the project communities to develop a system which has produced quality controlled, calibrated data sets from 49 research cruises in 3.5 years of operation. The data center resources required to achieve this were modest and far outweighed by the time liberated in the scientific community by the removal of the data processing burden. Two online project databases have been assembled containing a very high proportion of the data collected. As these are under the control of BODC their long term availability as part of the UK national data archive is assured. The success of the topical data center model for UK Community Research Project data management has been founded upon the strong working relationships forged between the data center and project scientists. These can only be established by frequent personal contact and hence the relatively small size of the UK has been a critical factor. However, projects covering a larger, even international scale could be successfully supported by a

  3. 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.

  4. Integrated project management type contracts

    International Nuclear Information System (INIS)

    Heisler, S.I.

    1975-01-01

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

  5. 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.

  6. 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.

  7. Configuration Management Process Assessment Strategy

    Science.gov (United States)

    Henry, Thad

    2014-01-01

    Purpose: To propose a strategy for assessing the development and effectiveness of configuration management systems within Programs, Projects, and Design Activities performed by technical organizations and their supporting development contractors. Scope: Various entities CM Systems will be assessed dependent on Project Scope (DDT&E), Support Services and Acquisition Agreements. Approach: Model based structured against assessing organizations CM requirements including best practices maturity criteria. The model is tailored to the entity being assessed dependent on their CM system. The assessment approach provides objective feedback to Engineering and Project Management of the observed CM system maturity state versus the ideal state of the configuration management processes and outcomes(system). center dot Identifies strengths and risks versus audit gotcha's (findings/observations). center dot Used "recursively and iteratively" throughout program lifecycle at select points of need. (Typical assessments timing is Post PDR/Post CDR) center dot Ideal state criteria and maturity targets are reviewed with the assessed entity prior to an assessment (Tailoring) and is dependent on the assessed phase of the CM system. center dot Supports exit success criteria for Preliminary and Critical Design Reviews. center dot Gives a comprehensive CM system assessment which ultimately supports configuration verification activities.*

  8. 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.

  9. 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

  10. Scrum Project Management

    CERN Document Server

    Pries, Kim H

    2010-01-01

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

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

    International Nuclear Information System (INIS)

    Olona, D.; Sala, D.

    1993-01-01

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

  12. 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

  13. 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

  14. 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....

  15. 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.

  16. Digital project management the complete step-by-step guide to a successful launch

    CERN Document Server

    Olson, Taylor

    2016-01-01

    The digital world is growing and changing at a rate that can seem overwhelming to those project managers who have to keep up with it to build customer-facing solutions and applications. It's rare for project managers working in this field to be provided with much direction or a process by which to carry out a project, and there has been next to nothing available specific to these types of projects in the literary marketplace. Digital Project Management: The Complete Step-by-Step Guide to a Successful Launch was developed to fill this gap by providing the knowledge, best practices and proven steps to consistently managing these types of project successfully from end-to-end now, and in the future with just minor adjustments to adapt to changes in technology.

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

    Energy Technology Data Exchange (ETDEWEB)

    Luehr, Anneke

    2011-10-15

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

  18. 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...

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

    NARCIS (Netherlands)

    Hartmann, Timo; Levitt, R.

    2010-01-01

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

  20. Project Management in Development Aid Industry – Public vs. Private

    Directory of Open Access Journals (Sweden)

    Simović Dragana

    2015-02-01

    Full Text Available This article examines the relationship between the type of a development aid implementing organisation (public or private and the quality of project management in development aid. The author begins with main public administration considerations - how public aid administration is different from private and furthermore, how particular sectoral characteristics of organisations influence the quality of the management process. The article combines empirical findings on the differences between the public and private sector with a complex setting of development aid and main success factors in development aid activity, in order to determine whether for-profit or public companies are more likely to achieve better project management processes. The article identifies some indices that favorise private companies, and outlines further necessary steps that should be taken in order to broaden the argumentation and confirm or reject this assertion

  1. Risks and opportunities management on laser Megajoule project: the development of a new knowledge

    International Nuclear Information System (INIS)

    Delafosse-Le Ber, H.; Deysson, St.; Briault, S.

    2004-01-01

    The interest of these six years spent to build the management through the Risks and the Opportunities (R and O) approach on the project Megajoule Laser as well did not hold with the practical application of a method as to the installation of a formal culture and to its evolution in time. This culture, it had to be progressively founded within a mainly technical project team. More qualitative with most quantitative aspects, the putting into practice of the R and O approach on project LMJ knew all the degrees of evolution and precision. The starting of the project saw being born the first analysis of its 'Project Risk' with a series of interviews, carried out by the Quality Manager at the time. This analysis took the shape of a technical item lists, which are identified in an empirical way. Then, some brainstorming meeting were led under the responsibility of the Technical Coordinator (which is the Project Manager assistant) in order to identify and to evaluate the 'Project Risk' on a qualitative way, but always keeping a strong technical connotation. The methodological reference of the 'Project Risk' was outlined taking into account the DGA AQ 923 without directly interaction with the other project processes (for example, the cost, the deadlines and the performance management). Initially, the project developed an Access database, which allows the storing of the risk files. Unfortunately, this database is isolated from the other project management data processing tools. In the second time, the project decided to obtain a dedicated organisation, hierarchically independent from the technical managers but however integrated into the project and attached to the assistant of the Control Project Manager. This organisation being called 'Risks and Opportunities Team', when the management of the opportunities supplemented the R and O approach. This team combines today the individual interviews and the Working Groups in order to identify and to evaluate the effects of the R

  2. Project Management 2027; The Future of Project Management

    NARCIS (Netherlands)

    Drs. A.J.G. Silvius

    2008-01-01

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

  3. Investigating road safety management processes in Europe.

    NARCIS (Netherlands)

    Jähi, H. Muhlrad, N. Buttler, I. Gitelman, V. Bax, C. Dupont, E. Giustiniani, G. Machata, K. Martensen, H. Papadimitriou, E. Persia, L. Talbot, R. Vallet, G. & Yannis, G.

    2012-01-01

    The work package 1 of the EC FP7 project DaCoTA investigates road safety management processes in Europe. It has drafted a model to investigate the state of the art of road safety policy-making and management at the national level and to define “good practice”. The DaCoTA “good practice”

  4. Information systems for material flow management in construction processes

    Science.gov (United States)

    Mesároš, P.; Mandičák, T.

    2015-01-01

    The article describes the options for the management of material flows in the construction process. Management and resource planning is one of the key factors influencing the effectiveness of construction project. It is very difficult to set these flows correctly. The current period offers several options and tools to do this. Information systems and their modules can be used just for the management of materials in the construction process.

  5. Conjoint Management of Business Processes and Information Technologies

    DEFF Research Database (Denmark)

    Siurdyban, Artur

    and improve business processes. As a consequence, there is a growing need to address managerial aspects of the relationships between information technologies and business processes. The aim of this PhD study is to investigate how the practice of conjoint management of business processes and information...... technologies can be supported and improved. The study is organized into five research papers and this summary. Each paper addresses a different aspect of conjoint management of business processes and information technologies, i.e. problem development and managerial practices on software...... and information technologies in a project environment. It states that both elements are intrinsically related and should be designed and considered together. The second case examines the relationships between information technology management and business process management. It discusses the multi-faceted role...

  6. 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…

  7. Mobile Project Management

    Directory of Open Access Journals (Sweden)

    Catalin BOJA

    2006-01-01

    Full Text Available Based on the development of new communication and data transfer technologies, the mobile solutions for the management process have been able to provide new ways to conduct management actions. This environment describes methods and tools available only here, which will bring information, speed and efficiency to any stage and component of the management process. The paper takes into discussion the impact of the technological development on the management process paradigm. The paper presents the main aspects regarding the business and management models used in mobile management. The role of mobile multimedia informatics applications in mobile management is highlighted.

  8. The Strategic Risk Management at Different Stages of Innovation Project

    Directory of Open Access Journals (Sweden)

    Pysmak Viktoriia O.

    2017-03-01

    Full Text Available This article considers the theoretical principles of the strategic risk management at every stage of innovation project. Relevance of the selected area of research has been substantiated in view of the necessity to provide the theoretical and practical foundations for the strategic risk management of innovation activity. Principles of management of innovation at a contemporary enterprise have been allocated. Analysis of such concepts as «risk», «innovation», «strategic management» was carried out. The concept of «innovation project» has been considered, its features and characteristics have been allocated. The basic tools of the strategic management of enterprise in current conditions have been described. The basic principles of the strategic risk management of innovation activity have been formulated. A scheme with allocating the stages of innovation activity and the risks involved has been elaborated, taking into consideration the factors of occurrence of risks. The main groups of management strategies have been allocated. The tasks facing the managerial board in the process of the strategic risk management at every stage of the innovation project have been formulated.

  9. Applying Project Management Strategies in a Large Curriculum Conversion Project in Higher Education

    Science.gov (United States)

    Gardner, Joel; Bennett, Patrick A.; Hyatt, Niccole; Stoker, Kevin

    2017-01-01

    Higher education is undergoing great changes that require universities to adapt quickly, and making these changes can be difficult. One discipline that can aid in executing change is project management, which has developed a set of clear processes and strategies for completing initiatives quickly and effectively. Several authors have identified…

  10. A Microsoft Project-Based Planning, Tracking, and Management Tool for the National Transonic Facility's Model Changeover Process

    Science.gov (United States)

    Vairo, Daniel M.

    1998-01-01

    The removal and installation of sting-mounted wind tunnel models in the National Transonic Facility (NTF) is a multi-task process having a large impact on the annual throughput of the facility. Approximately ten model removal and installation cycles occur annually at the NTF with each cycle requiring slightly over five days to complete. The various tasks of the model changeover process were modeled in Microsoft Project as a template to provide a planning, tracking, and management tool. The template can also be used as a tool to evaluate improvements to this process. This document describes the development of the template and provides step-by-step instructions on its use and as a planning and tracking tool. A secondary role of this document is to provide an overview of the model changeover process and briefly describe the tasks associated with it.

  11. 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.

  12. 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

  13. Study of Collaborative Management for Transportation Construction Project Based on BIM Technology

    Science.gov (United States)

    Jianhua, Liu; Genchuan, Luo; Daiquan, Liu; Wenlei, Li; Bowen, Feng

    2018-03-01

    Abstract. Building Information Modeling(BIM) is a building modeling technology based on the relevant information data of the construction project. It is an advanced technology and management concept, which is widely used in the whole life cycle process of planning, design, construction and operation. Based on BIM technology, transportation construction project collaborative management can have better communication through authenticity simulation and architectural visualization and can obtain the basic and real-time information such as project schedule, engineering quality, cost and environmental impact etc. The main services of highway construction management are integrated on the unified BIM platform for collaborative management to realize information intercommunication and exchange, to change the isolated situation of information in the past, and improve the level of information management. The final BIM model is integrated not only for the information management of project and the integration of preliminary documents and design drawings, but also for the automatic generation of completion data and final accounts, which covers the whole life cycle of traffic construction projects and lays a good foundation for smart highway construction.

  14. 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

  15. MORE. Management of Requirements in NPP modernisation projects - Project report 2005

    International Nuclear Information System (INIS)

    Thunem, A.P.J.; Fredriksen, R.; Thunem, H.P.J.; Ventae, O.; Valkonen, J.; Holmberg, J.E.

    2006-04-01

    The overall objective of the project MORE is to improve the means for managing the large amounts of evolving requirements in Nordic NPP modernisation projects. In accordance to this objective, the activity will facilitate the industrial utilisation of the research results from the project TACO. On the basis of experiences in the Nordic countries, the overall aim of the TACO project has been to identify the best practices and most important criteria for ensuring effective communication in relation to requirements elicitation and analysis, understandability of requirements to all parties, and traceability of requirements. The project resulted in the development of a traceability model for handling requirements from their origins and through their final shapes. Particular emphasis for the MORE project in 2005 was put on utilising a prototype of a tool (TRACE) intended to support an adopted approach to dependable requirements engineering, suitable for modelling and handling large amounts of requirements related to all stages of the systems development process and not only those traditionally including requirements at high-level stages. (au)

  16. MORE. Management of Requirements in NPP modernisation projects - Project report 2005

    Energy Technology Data Exchange (ETDEWEB)

    Thunem, A.P.J.; Fredriksen, R.; Thunem, H.P.J. [IFE (Norway); Ventae, O.; Valkonen, J.; Holmberg, J.E. [VTT Technical Research Centre of Finland (Finland)

    2006-04-15

    The overall objective of the project MORE is to improve the means for managing the large amounts of evolving requirements in Nordic NPP modernisation projects. In accordance to this objective, the activity will facilitate the industrial utilisation of the research results from the project TACO. On the basis of experiences in the Nordic countries, the overall aim of the TACO project has been to identify the best practices and most important criteria for ensuring effective communication in relation to requirements elicitation and analysis, understandability of requirements to all parties, and traceability of requirements. The project resulted in the development of a traceability model for handling requirements from their origins and through their final shapes. Particular emphasis for the MORE project in 2005 was put on utilising a prototype of a tool (TRACE) intended to support an adopted approach to dependable requirements engineering, suitable for modelling and handling large amounts of requirements related to all stages of the systems development process and not only those traditionally including requirements at high-level stages. (au)

  17. The Interplay Between Evidence and Judgment in the IT Project Prioritization Process

    DEFF Research Database (Denmark)

    Shollo, Arisa; Constantiou, Ioanna; Kreiner, Kristian

    2015-01-01

    Strategic decisions concerning IT investments are based on a project prioritization process designed to accommodate evidence-based management and rational decision-making. Our empirical study of IT project prioritization in a financial institution shows how managers reach decisions under norms...... of evidence-based management. We use a rich dataset derived from a longitudinal study. We analyze managers’ decision-making practices and identify four tactics of supplementing, substituting, interpreting, and reframing the available evidence. The choice of tactic depends on how decision makers perceive...

  18. 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

  19. 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

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

    African Journals Online (AJOL)

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

  1. A case study of resources management planning with multiple objectives and projects

    Science.gov (United States)

    Peterson, David L.; Silsbee, David G.; Schmoldt, Daniel L.

    1994-09-01

    Each National Park Service unit in the United States produces a resources management plan (RMP) every four years or less. The plans commit budgets and personnel to specific projects for four years, but they are prepared with little quantitative and analytical rigor and without formal decision-making tools. We have previously described a multiple objective planning process for inventory and monitoring programs (Schmoldt and others 1994). To test the applicability of that process for the more general needs of resources management planning, we conducted an exercise on the Olympic National Park (NP) in Washington State, USA. Eight projects were selected as typical of those considered in RMPs and five members of the Olympic NP staff used the analytic hierarchy process (AHP) to prioritize the eight projects with respect to their implicit management objectives. By altering management priorities for the park, three scenarios were generated. All three contained some similarities in rankings for the eight projects, as well as some differences. Mathematical allocations of money and people differed among these scenarios and differed substantially from what the actual 1990 Olympic NP RMP contains. Combining subjective priority measures with budget dollars and personnel time into an objective function creates a subjective economic metric for comparing different RMP’s. By applying this planning procedure, actual expenditures of budget and personnel in Olympic NP can agree more closely with the staff’s management objectives for the park.

  2. 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

  3. 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)

  4. 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.

  5. 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.

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

    International Nuclear Information System (INIS)

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

    2009-01-01

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

  7. 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...

  8. 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...

  9. 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...

  10. Life Support Systems: Wastewater Processing and Water Management

    Data.gov (United States)

    National Aeronautics and Space Administration — Advanced Exploration Systems (AES) Life Support Systems project Wastewater Processing and Water Management task: Within an integrated life support system, water...

  11. STRATEGIC DECISION MAKING IN THE MANAGEMENT OF PROJECTS, AIMED AT THE BIM

    Directory of Open Access Journals (Sweden)

    Burneo Valarezo Servio

    2016-12-01

    Full Text Available Decision making in the management of projects aimed at Building Information Modeling, represents the main action to be developed during the development of the investment lifecycle, from inception to the development of life, decision marking is present in all phases of project management. In the Fund's shares of the production system by projects, decision making integrated from the priorities of the projects play an important role in the success of the company. The present work has as objective the development of a procedure for decision making during the life cycle of the project, the conditions for its implementation and the process for its development, with the purpose of raising their quality, to ensure decision making effective, consistent with the current development of the techniques of management.

  12. 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.

  13. 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.

  14. 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

  15. Theoretical background to orient the universitary projects management to local development.

    Directory of Open Access Journals (Sweden)

    Naybi Salas Vargas

    2012-03-01

    Full Text Available Nowadays the resources administration is a problem to be solved, and is remarkable the universities role to orient knowledge to the expected local development. With the communion of the university and the main decisors at local and territorial contexts, it is evident the development of alternatives that diminish existing breaches in the known projects management Anytime the projects development context is diverse and multicultural, all the knowledge elements that provide new forms are useful experiences without point out unique recipees. The development dynamic evolution in the territories continues being an urgency for human survival.The projects management, notable in international cooperation actions as the international dimension of the extensionist activity and in the science contributions, are reduced in their foccus to the promotion of local development, what points out the need to orient the universitary processes to the territorial development of the province, in particular the projects management. The objective of this work is to offer a guidance of foundations that allow to orient the management of universtary projects to local development.

  16. 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)

  17. 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...

  18. Project Management Using Modern Guidance, Navigation and Control Theory

    Science.gov (United States)

    Hill, Terry R.

    2011-01-01

    Implementing guidance, navigation, and control (GN&C) theory principles and applying them to the human element of project management and control is not a new concept. As both the literature on the subject and the real-world applications are neither readily available nor comprehensive with regard to how such principles might be applied, this paper has been written to educate the project manager on the "laws of physics" of his or her project (not to teach a GN&C engineer how to become a project manager) and to provide an intuitive, mathematical explanation as to the control and behavior of projects. This paper will also address how the fundamental principles of modern GN&C were applied to the National Aeronautics and Space Administration's (NASA) Constellation Program (CxP) space suit project, ensuring the project was managed within cost, schedule, and budget. A project that is akin to a physical system can be modeled and managed using the same over arching principles of GN&C that would be used if that project were a complex vehicle, a complex system(s), or complex software with time-varying processes (at times nonlinear) containing multiple data inputs of varying accuracy and a range of operating points. The classic GN&C theory approach could thus be applied to small, well-defined projects; yet when working with larger, multiyear projects necessitating multiple organizational structures, numerous external influences, and a multitude of diverse resources, modern GN&C principles are required to model and manage the project. The fundamental principles of a GN&C system incorporate these basic concepts: State, Behavior, Feedback Control, Navigation, Guidance and Planning Logic systems. The State of a system defines the aspects of the system that can change over time; e.g., position, velocity, acceleration, coordinate-based attitude, and temperature, etc. The Behavior of the system focuses more on what changes are possible within the system; this is denoted in the state

  19. 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...

  20. 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...

  1. Environmental management compliance reengineering project, FY 1997 report

    International Nuclear Information System (INIS)

    VanVliet, J.A.; Davis, J.N.

    1997-09-01

    Through an integrated reengineering effort, the Idaho National Engineering and Environmental Laboratory (INEEL) is successfully implementing process improvements that will permit safe and compliant operations to continue during the next 5 years, even though $80 million was removed from the Environmental Management (EM) program budget. A 2-year analysis, design, and implementation project will reengineer compliance-related activities and reduce operating costs by approximately $17 million per year from Fiscal Year (FY) 1998 through 2002, while continuing to meet the INEEL''s environment, safety, and health requirements and milestone commitments. Compliance reengineer''s focus is improving processes, not avoiding full compliance with environmental, safety, and health laws. In FY 1997, compliance reengineering used a three-phase approach to analyze, design, and implement the changes that would decrease operating costs. Implementation for seven specific improvement projects was completed in FY 1997, while five projects will complete implementation in FY 1998. During FY 1998, the three-phase process will be repeated to continue reengineering the INEEL

  2. Environmental management compliance reengineering project, FY 1997 report

    Energy Technology Data Exchange (ETDEWEB)

    VanVliet, J.A.; Davis, J.N.

    1997-09-01

    Through an integrated reengineering effort, the Idaho National Engineering and Environmental Laboratory (INEEL) is successfully implementing process improvements that will permit safe and compliant operations to continue during the next 5 years, even though $80 million was removed from the Environmental Management (EM) program budget. A 2-year analysis, design, and implementation project will reengineer compliance-related activities and reduce operating costs by approximately $17 million per year from Fiscal Year (FY) 1998 through 2002, while continuing to meet the INEEL`s environment, safety, and health requirements and milestone commitments. Compliance reengineer`s focus is improving processes, not avoiding full compliance with environmental, safety, and health laws. In FY 1997, compliance reengineering used a three-phase approach to analyze, design, and implement the changes that would decrease operating costs. Implementation for seven specific improvement projects was completed in FY 1997, while five projects will complete implementation in FY 1998. During FY 1998, the three-phase process will be repeated to continue reengineering the INEEL.

  3. Guidelines for operator competence - Optimising facility management processes; Leitfaden Betreiberkompetenz. Schritt fuer Schritt Facility Management Prozesse optimieren

    Energy Technology Data Exchange (ETDEWEB)

    Moser, R

    2005-06-15

    This brochure issued by IFMA (International Facility Management Association) Switzerland and the Swiss Federal Office of Energy (SFOE) presents interactive guidelines for energy management in the area of facility management. These guidelines are based on the results of a project carried out by the International Energy Agency's Annex 40 'Operator competence'. The guidelines provide a step-by-step guide from initial analysis through to successful project completion and answer many questions that may crop up during the process. The focus is placed on energy aspects. Tools and 14 sample process descriptions are provided along with practical examples. Theoretical aspects are also presented and discussed, including models for operator roles and the processes involved. Also, change, risk and knowledge management are examined. Notes and information on possibilities for further education are presented.

  4. Guidelines for operator competence - Optimising facility management processes; Leitfaden Betreiberkompetenz. Schritt fuer Schritt Facility Management Prozesse optimieren

    Energy Technology Data Exchange (ETDEWEB)

    Moser, R.

    2005-06-15

    This brochure issued by IFMA (International Facility Management Association) Switzerland and the Swiss Federal Office of Energy (SFOE) presents interactive guidelines for energy management in the area of facility management. These guidelines are based on the results of a project carried out by the International Energy Agency's Annex 40 'Operator competence'. The guidelines provide a step-by-step guide from initial analysis through to successful project completion and answer many questions that may crop up during the process. The focus is placed on energy aspects. Tools and 14 sample process descriptions are provided along with practical examples. Theoretical aspects are also presented and discussed, including models for operator roles and the processes involved. Also, change, risk and knowledge management are examined. Notes and information on possibilities for further education are presented.

  5. 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

  6. 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.

  7. 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...

  8. 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.

  9. Using Focused Laboratory Management and Quality Improvement Projects to Enhance Resident Training and Foster Scholarship

    Science.gov (United States)

    Ford, Bradley A.; Klutts, J. Stacey; Jensen, Chris S.; Briggs, Angela S.; Robinson, Robert A.; Bruch, Leslie A.; Karandikar, Nitin J.

    2017-01-01

    Training in patient safety, quality, and management is widely recognized as an important element of graduate medical education. These concepts have been intertwined in pathology graduate medical education for many years, although training programs face challenges in creating explicit learning opportunities in these fields. Tangibly involving pathology residents in management and quality improvement projects has the potential to teach and reinforce key concepts and further fulfill Accreditation Council for Graduate Medical Education goals for pursuing projects related to patient safety and quality improvement. In this report, we present our experience at a pathology residency program (University of Iowa) in engaging pathology residents in projects related to practical issues of laboratory management, process improvement, and informatics. In this program, at least 1 management/quality improvement project, typically performed during a clinical chemistry/management rotation, was required and ideally resulted in a journal publication. The residency program also initiated a monthly management/informatics series for pathology externs, residents, and fellows that covers a wide range of topics. Since 2010, all pathology residents at the University of Iowa have completed at least 1 management/quality improvement project. Many of the projects involved aspects of laboratory test utilization, with some projects focused on other areas such as human resources, informatics, or process improvement. Since 2012, 31 peer-reviewed journal articles involving effort from 26 residents have been published. Multiple projects resulted in changes in ongoing practice, particularly within the hospital electronic health record. Focused management/quality improvement projects involving pathology residents can result in both meaningful quality improvement and scholarly output. PMID:28913416

  10. Using Focused Laboratory Management and Quality Improvement Projects to Enhance Resident Training and Foster Scholarship.

    Science.gov (United States)

    Krasowski, Matthew D; Ford, Bradley A; Klutts, J Stacey; Jensen, Chris S; Briggs, Angela S; Robinson, Robert A; Bruch, Leslie A; Karandikar, Nitin J

    2017-01-01

    Training in patient safety, quality, and management is widely recognized as an important element of graduate medical education. These concepts have been intertwined in pathology graduate medical education for many years, although training programs face challenges in creating explicit learning opportunities in these fields. Tangibly involving pathology residents in management and quality improvement projects has the potential to teach and reinforce key concepts and further fulfill Accreditation Council for Graduate Medical Education goals for pursuing projects related to patient safety and quality improvement. In this report, we present our experience at a pathology residency program (University of Iowa) in engaging pathology residents in projects related to practical issues of laboratory management, process improvement, and informatics. In this program, at least 1 management/quality improvement project, typically performed during a clinical chemistry/management rotation, was required and ideally resulted in a journal publication. The residency program also initiated a monthly management/informatics series for pathology externs, residents, and fellows that covers a wide range of topics. Since 2010, all pathology residents at the University of Iowa have completed at least 1 management/quality improvement project. Many of the projects involved aspects of laboratory test utilization, with some projects focused on other areas such as human resources, informatics, or process improvement. Since 2012, 31 peer-reviewed journal articles involving effort from 26 residents have been published. Multiple projects resulted in changes in ongoing practice, particularly within the hospital electronic health record. Focused management/quality improvement projects involving pathology residents can result in both meaningful quality improvement and scholarly output.

  11. Automated Procurement System (APS): Project management plan (DS-03), version 1.2

    Science.gov (United States)

    Murphy, Diane R.

    1994-01-01

    The National Aeronautics and Space Administration (NASA) Marshall Space Flight Center (MSFC) is implementing an Automated Procurement System (APS) to streamline its business activities that are used to procure goods and services. This Project Management Plan (PMP) is the governing document throughout the implementation process and is identified as the APS Project Management Plan (DS-03). At this point in time, the project plan includes the schedules and tasks necessary to proceed through implementation. Since the basis of APS is an existing COTS system, the implementation process is revised from the standard SDLC. The purpose of the PMP is to provide the framework for the implementation process. It discusses the roles and responsibilities of the NASA project staff, the functions to be performed by the APS Development Contractor (PAI), and the support required of the NASA computer support contractor (CSC). To be successful, these three organizations must work together as a team, working towards the goals established in this Project Plan. The Project Plan includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.

  12. 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....

  13. Flexible resource management and its effect on project cost and duration

    Science.gov (United States)

    Pinha, Denis C.; Ahluwalia, Rashpal S.

    2018-06-01

    In practice, most projects result in cost overruns and schedule slippage due to poor resource management. This paper presents an approach that aims at reducing project duration and costs by empowering project managers to assess different scenarios. The proposed approach addresses combinatorial modes for tasks, multi-skilled resources, and multiple calendars for resources. A case study reported in the literature is presented to demonstrate the capabilities of this method. As for practical implications, this approach enhances the decision-making process which results in improved solutions in terms of total project duration and cost. From an academic viewpoint, this paper adds empirical evidence to enrich the existing literature, as it highlights relevant issues to model properly the complexity of real-life projects.

  14. How to scope configuration projects and manage the knowledge they require

    DEFF Research Database (Denmark)

    Shafiee, Sara; Kristjansdottir, Katrin; Hvam, Lars

    2018-01-01

    Purpose This paper aims to explore the use of the knowledge management (KM) perspective for configuration projects. Configuration projects implement configurators as information technology systems that help companies manage the specification process of customised products. An effective method...... of retrieving and formalising knowledge for configurators is essential, because it can reduce the risk of unsuccessful implementation and the time and effort required for development. Unfortunately, no standard KM frameworks are available specifically for configuration projects. This study identifies...... the knowledge necessary for different phases of a configuration project (which knowledge, for what purpose and from what sources), examines how it is transformed during a configuration project (what KM activities and tools are used) and establishes how the knowledge can be documented for future maintenance...

  15. 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.

  16. 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.

  17. Surgery and Research: A Practical Approach to Managing the Research Process

    Science.gov (United States)

    Swiatek, Peter R.; Chung, Kevin C.; Mahmoudi, Elham

    2016-01-01

    Following a practical project management method is essential in completing a research project on time and within budget. Although this concept is well developed in the business world, it has yet to be explored in academic surgical research. Defining and adhering to a suitable workflow would increase portability, reusability, and therefore, efficiency of the research process. In this article, we briefly review project management techniques. We specifically underline four main steps of project management: (1) definition and organization, (2) planning, (3) execution, and (4) evaluation, using practical examples from our own multidisciplinary plastic surgery research team. PMID:26710037

  18. 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)

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

    Science.gov (United States)

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

    2014-04-01

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

  20. 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…

  1. Information management needs for Fort Calhoun's design basis reconstitution project

    International Nuclear Information System (INIS)

    Beach, D.R.; Erickson, E.A.; Gambhir, S.K.; Parsons, R.D.

    1989-01-01

    While the need for information management is not new to the nuclear industry or Omaha Public Power District (OPPD), the interrelationship among design information, multiple systems, and design basis issues has necessitated the management of this information in new ways. The project team involved in the reconstitution of the design basis for OPPD's Fort Calhoun nuclear station has experienced the need for the developed effective methods for managing the vast amount of interrelated information associated with this effort. This management of information has been necessary to ensure that design basis documents (DBDs) adequately reflect the interrelated nature of component, system, and plant design; are complete and accurate; and are produced and maintained in a cost-effective manner. Fort Calhoun's aggressive design basis reconstitution project began in early 1987. The present scope of the project includes the production of 52 system and plant level DBDs; currently the project is ∼50% complete with DBDs in various stages of completion, from pilot DBDs through DBDs with approved formats, which have been issued for use. The experience in producing these documents has lead to a growing understanding of the special need for information management in each stage of the project. The development of the information tracking and management processes for the various stages of DBD development has proven to be cost-effective and gives a level of assurance that information has been included in the DBDs consistently and accurately

  2. METHODICAL APPROACHES TO FORMING INNOVATIVE PROJECT AND ENTERPRISE MANAGEMENT ORGANIZATIONAL STRUCTURES

    Directory of Open Access Journals (Sweden)

    A. O. Baklanov

    2011-01-01

    Full Text Available The following principles are discussed as methodical bases of the choice of innovative project and enterprise management organizational structures: hierarchism, bureaucratization, adhocratie, tent organization, lean business engineering, rational organization, amorphous organization, teaching organization. Conditions that complicate industrial and technological processes influence enterprise management process dynamics. The variety of existing types of organizational structures is determined by industrial, economic, psychological and social conditions.

  3. 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.

  4. 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....

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

    Science.gov (United States)

    Chanmeka, Arpamart

    unique projects. This investigation also compared Alberta-based projects with U.S. projects to point out the differences in project process and management strategies under different environments. The relative impact of factors affecting construction productivity were identified and validated by the input from industry experts. The findings help improve the work processes used by companies developing projects in Alberta.

  6. 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.

  7. Optimization of tritium management within the ITER project

    International Nuclear Information System (INIS)

    Cortes, P.; Elbez-Uzan, J.; Glugla, M.; Rosanvallon, S.; Ciattaglia, S.; Iseli, M.; Rodriguez-Rodrigo, L.

    2009-01-01

    The authors describe the tritium cycle existing within the ITER project and which has been considered since its beginning. They indicate how confinement systems ensure tritium confinement, how tritium is recovered and processed. They indicate the different tritium management optimization ways which have been identified and integrated into the ITER design

  8. Space Geodesy Project Information and Configuration Management Procedure

    Science.gov (United States)

    Merkowitz, Stephen M.

    2016-01-01

    This plan defines the Space Geodesy Project (SGP) policies, procedures, and requirements for Information and Configuration Management (CM). This procedure describes a process that is intended to ensure that all proposed and approved technical and programmatic baselines and changes to the SGP hardware, software, support systems, and equipment are documented.

  9. Job life cycle management libraries for CMS workflow management projects

    International Nuclear Information System (INIS)

    Lingen, Frank van; Wilkinson, Rick; Evans, Dave; Foulkes, Stephen; Afaq, Anzar; Vaandering, Eric; Ryu, Seangchan

    2010-01-01

    Scientific analysis and simulation requires the processing and generation of millions of data samples. These tasks are often comprised of multiple smaller tasks divided over multiple (computing) sites. This paper discusses the Compact Muon Solenoid (CMS) workflow infrastructure, and specifically the Python based workflow library which is used for so called task lifecycle management. The CMS workflow infrastructure consists of three layers: high level specification of the various tasks based on input/output data sets, life cycle management of task instances derived from the high level specification and execution management. The workflow library is the result of a convergence of three CMS sub projects that respectively deal with scientific analysis, simulation and real time data aggregation from the experiment. This will reduce duplication and hence development and maintenance costs.

  10. 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...

  11. The development of stochastic process modeling through risk analysis derived from scheduling of NPP project

    International Nuclear Information System (INIS)

    Lee, Kwang Ho; Roh, Myung Sub

    2013-01-01

    There are so many different factors to consider when constructing a nuclear power plant successfully from planning to decommissioning. According to PMBOK, all projects have nine domains from a holistic project management perspective. They are equally important to all projects, however, this study focuses mostly on the processes required to manage timely completion of the project and conduct risk management. The overall objective of this study is to let you know what the risk analysis derived from scheduling of NPP project is, and understand how to implement the stochastic process modeling through risk management. Building the Nuclear Power Plant is required a great deal of time and fundamental knowledge related to all engineering. That means that integrated project scheduling management with so many activities is necessary and very important. Simulation techniques for scheduling of NPP project using Open Plan program, Crystal Ball program, and Minitab program can be useful tools for designing optimal schedule planning. Thus far, Open Plan and Monte Carlo programs have been used to calculate the critical path for scheduling network analysis. And also, Minitab program has been applied to monitor the scheduling risk. This approach to stochastic modeling through risk analysis of project activities is very useful for optimizing the schedules of activities using Critical Path Method and managing the scheduling control of NPP project. This study has shown new approach to optimal scheduling of NPP project, however, this does not consider the characteristic of activities according to the NPP site conditions. Hence, this study needs more research considering those factors

  12. The development of stochastic process modeling through risk analysis derived from scheduling of NPP project

    Energy Technology Data Exchange (ETDEWEB)

    Lee, Kwang Ho; Roh, Myung Sub [KEPCO International Nuclear Graduate School, Ulsan (Korea, Republic of)

    2013-10-15

    There are so many different factors to consider when constructing a nuclear power plant successfully from planning to decommissioning. According to PMBOK, all projects have nine domains from a holistic project management perspective. They are equally important to all projects, however, this study focuses mostly on the processes required to manage timely completion of the project and conduct risk management. The overall objective of this study is to let you know what the risk analysis derived from scheduling of NPP project is, and understand how to implement the stochastic process modeling through risk management. Building the Nuclear Power Plant is required a great deal of time and fundamental knowledge related to all engineering. That means that integrated project scheduling management with so many activities is necessary and very important. Simulation techniques for scheduling of NPP project using Open Plan program, Crystal Ball program, and Minitab program can be useful tools for designing optimal schedule planning. Thus far, Open Plan and Monte Carlo programs have been used to calculate the critical path for scheduling network analysis. And also, Minitab program has been applied to monitor the scheduling risk. This approach to stochastic modeling through risk analysis of project activities is very useful for optimizing the schedules of activities using Critical Path Method and managing the scheduling control of NPP project. This study has shown new approach to optimal scheduling of NPP project, however, this does not consider the characteristic of activities according to the NPP site conditions. Hence, this study needs more research considering those factors.

  13. 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.

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2012-07-01

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

  15. Integrated project-management information systems: the French nuclear industry experience

    Energy Technology Data Exchange (ETDEWEB)

    Jacquin, J.C.; Capuin, G.M.

    1988-01-01

    In the early eighties, and in the French case from 1985, the development of the data-processing industry has made the real integration of project-management information systems feasible, and the data-base administration function has been extended to all facets of the engineering process. The new systems had to take into account the existing ones which were still operating efficiently and the new problems encountered due to the changes in the environment. One of these new problems was equipment and materials management, as the period of plants built in series had vanished, and the industry was obliged to build plants individually. The challenge encountered by the French nuclear industry in terms of the project-management information systems was to adapt efficiently to the new situation, and the purpose of this paper is to describe the most-significant elements of this adaptation. The authors review: (2) the objectives established by the company's general management; (2) the organization put into place to reach these objectives; (3) the main choices made; and (4) the economics. 3 references, 1 figure, 1 table.

  16. Integrated project-management information systems: the French nuclear industry experience

    International Nuclear Information System (INIS)

    Jacquin, J.C.; Capuin, G.M.

    1988-01-01

    In the early eighties, and in the French case from 1985, the development of the data-processing industry has made the real integration of project-management information systems feasible, and the data-base administration function has been extended to all facets of the engineering process. The new systems had to take into account the existing ones which were still operating efficiently and the new problems encountered due to the changes in the environment. One of these new problems was equipment and materials management, as the period of plants built in series had vanished, and the industry was obliged to build plants individually. The challenge encountered by the French nuclear industry in terms of the project-management information systems was to adapt efficiently to the new situation, and the purpose of this paper is to describe the most-significant elements of this adaptation. The authors review: (2) the objectives established by the company's general management; (2) the organization put into place to reach these objectives; (3) the main choices made; and (4) the economics. 3 references, 1 figure, 1 table

  17. High-level-waste records management system: the NRC pilot project

    International Nuclear Information System (INIS)

    Bender, A.; Altomare, P.

    1987-01-01

    The US Nuclear Regulatory Commission (NRC) and the US Dept. of Energy (DOE) have agreed to develop a licensing support system (LSS) to address the records management requirements created by the Nuclear Waste Policy Act (NWPA). The NRC is planning to conduct a negotiated rule making the modify 10CFR2, including rules governing discovery, so that parties to the licensing process will use a single information management system as a source for all licensing-related documents. The successful demonstration of the pilot project has resulted in an operational on-line record management system for NRC-related HLW documents. Both incoming and outgoing documents are being scanned and stored on a mainframe system and on an optical disk. At this writing the optical disk portion of the system is being tested to evaluate its potential use as a future archival and distribution medium for licensing records. Experience gained from this project is being shared with other government agencies that are in the process of using similar technologies to come to grips with the complex records management problem endemic to our information-based society

  18. Landscape and participation: construction of a PhD research problem and an analysis method. Towards the comparative analysis of participatory processes of landscape management projects design on a local scale in the Walloon region (Belgium)

    OpenAIRE

    Droeven, Emilie

    2007-01-01

    A preliminary reflection to the definition of a PhD research problem on the concepts of participation, landscape and project, led the student to be interested in the participatory processes of landscape management projects design, and in the inhabitants landscapes representations. The method includes the comparative analysis of local processes of projects design, and the direct observation of two Walloon landscape management projects design (investigation conducted with stakeholders implied i...

  19. Systems approach to project risk management

    Energy Technology Data Exchange (ETDEWEB)

    Kindinger, J. P. (John P.)

    2002-01-01

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

  20. 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