WorldWideScience

Sample records for project management training

  1. Project management training : final report.

    Science.gov (United States)

    2011-01-01

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

  2. Project management training : [technical summary].

    Science.gov (United States)

    2011-01-01

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

  3. 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.

  4. Project plan, Hazardous Materials Management and Emergency Response Training Center: Project 95L-EWT-100

    International Nuclear Information System (INIS)

    Borgeson, M.E.

    1994-01-01

    The Hazardous Materials Management and Emergency Response (HAMMER) Training Center will provide for classroom lectures and hands-on practical training in realistic situations for workers and emergency responders who are tasked with handling and cleanup of toxic substances. The primary objective of the HAMMER project is to provide hands-on training and classroom facilities for hazardous material workers and emergency responders. This project will also contribute towards complying with the planning and training provisions of recent legislation. In March 1989 Title 29 Code of Federal Regulations Occupational Safety and Health Administration 1910 Rules and National Fire Protection Association Standard 472 defined professional requirements for responders to hazardous materials incidents. Two general types of training are addressed for hazardous materials: training for hazardous waste site workers and managers, and training for emergency response organizations

  5. The Impact of PMIS Training: Patterns of Benefit Realization in Project Management Information Systems Training

    Directory of Open Access Journals (Sweden)

    Andrew McCarty

    2017-01-01

    Full Text Available The benefits of project, program, and portfolio management software toolsets can be enhanced through training. Little is known about the realization of positive, beneficial outcomes and Project Management Information System (PMIS training. This research seeks to improve understanding of project management software toolset training practices and outcomes. This study examines the prevalence, effectiveness, and impact-per-hour efficiency of training in real-world organizations. We further explore relationships between individual and organizational characteristics and training outcomes. Formulae for estimating training costs are derived using regression modeling. Surveys were collected from 1,021 active professionals and analyzed using quantitative methods. Research participants were practitioners recruited by eight different companies, industry groups, and professional organizations within the PMIS community. The findings of this research indicate significant differences in utilization, efficacy, and efficiency of PMIS training in practice. The outcomes and methodologies of this study are being incorporated into ongoing research that focuses on improving PMIS training delivery, evaluation, and planning. The outcomes of this research may result in more effective, efficient, and economical PMIS training that is better tailored to the unique needs of each organization.

  6. Project management plan, Hazardous Materials Management and Emergency Response Training Center

    International Nuclear Information System (INIS)

    Borgeson, M.E.

    1994-01-01

    For the next 30 years, the main activities at the Hanford Site will involve the handling and cleanup of toxic substances. Thousands of workers involved in these new activities will need systematic training appropriate to their tasks and associated risks. This project is an important part of the Hanford Site mission and will enable the US Department of Energy (DOE) to meet high standards for safety. The Hazardous Materials Management and Emergency Response Training Center (HAMMER) project will construct a centralized regional training center dedicated to training hazardous materials workers and emergency responders in classrooms and with hands-on, realistic training aids representing actual field conditions. The HAMMER Training Center will provide a cost-effective, high-quality way to meet the Hanford Site training needs. The training center creates a partnership among DOE; government contractors; labor; local, state, and tribal governments; and selected institutions of higher education

  7. Training plan : Dallas Integrated Corridor Management (ICM) demonstration project.

    Science.gov (United States)

    2013-01-01

    The Dallas Area Rapid Transit (DART) is leading the US 75 Integrated Corridor Management (ICM) Demonstration Project for the Dallas region. Coordinated corridor operations and management is predicated on being able to share transportation information...

  8. 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.

  9. Project management initiative local development through specialized training.

    Directory of Open Access Journals (Sweden)

    Neisy Ramos Acevedo

    2013-09-01

    Full Text Available The local development should complete a group of basic principles, such as: the design for training and the tools information adapted to the particularity of each territory. This training facilitates, also, the articulation of the stocks deployed by the local leaders, and it increases the administration of the knowledge and the transfer of technologies, processes in those that the nexuses are enlarged between the structures and the population, and where the participation of different present actors is potentialized in the territory. During the year 2010 the Ministry of Economy and Planning begins to offer the possibility to finance projects for the local development, nevertheless these initiatives should be accompanied by a rigorous study of feasibility of the investments. The University of Sancti Spíritus, committed in this zeal, designs the Diplomate of Administration of Projects for Local Initiatives, which offers theoretical tools and it develops practical abilities in the different actors of the local development that facilitate the realization of these studies. The exercise of this graduate's culmination consists on the defence of the study of feasibility of those projects that each municipality identifies as priority for its development.

  10. 78 FR 8544 - Training Program for Regulatory Project Managers; Information Available to Industry

    Science.gov (United States)

    2013-02-06

    ...] Training Program for Regulatory Project Managers; Information Available to Industry AGENCY: Food and Drug... Brum, Center for Drug Evaluation and Research, Food and Drug Administration, 10903 New Hampshire Ave... to industry's drug development processes and (2) a venue for sharing information about project...

  11. Lessons learned: Managing the development of a corporate Ada training project

    Science.gov (United States)

    Blackmon, Linda F.

    1986-01-01

    The management lessons learned during the implementation of a corporate mandate to develop and deliver an effective Ada training program to all divisions are discussed. The management process involved in obtaining cooperation from all levels in the development of a corporate-wide project is described. The problem areas are identified along with some possible solutions.

  12. Microbiology Managers: Managerial Training in the RItrain Project.

    Science.gov (United States)

    Paterson, R Russell M; Lima, Nelson; Brooksbank, Cath; Guarini, Enrico; Pasterk, Markus; Lavitrano, Marialuisa

    2017-06-01

    Leaders of research infrastructures (RIs) in Europe who are scientists require competencies in management. RItrain has addressed this issue by identifying skills required, locating relevant courses and finding gaps, whilst establishing a Master of Management programme. We describe how one contributing microbiology RI determined the most relevant skills. Copyright © 2017 Elsevier Ltd. All rights reserved.

  13. Academic Librarians at Institutions with LIS Programs Assert that Project Management Training is Valuable

    Directory of Open Access Journals (Sweden)

    Elaine Sullo

    2017-09-01

    Full Text Available A Review of: Serrano, S. C. & Avilés, R. A. (2016. Academic librarians and project management: An international study. portal: Libraries and the Academy, 16(3, 465-475. http://dx.doi.org/10.1353/pla.2016.0038 Abstract Objective – To investigate academic librarians’ project management education and training, project management skills and experiences, and perceptions of project management courses within the library and information science (LIS curriculum. Design – Online questionnaire. Setting – 70 universities worldwide with LIS programs and at least one project management course. Subjects – 4,979 academic librarians were invited to complete the online questionnaire; 649 librarians participated. Methods – From the identified institutions, the authors invited academic librarians to participate in a 17-question survey via e-mail. The survey was available in both English and Spanish and was validated via a pilot trial. A total of 649 individuals participated, for a response rate of 13%. The survey included questions related to geographic region and institution affiliation, university education and librarian training associated with project management, project participation and use of project management software or methods, and project management courses in LIS curriculums, and a final open-ended comment section. Main Results – Of the 649 librarians who participated in the survey, 372 were from North and South America (58%. The next highest number of responses came from Europe (38%, followed by low response rates from Africa, Asia, and Oceania. Respondents reported working in a variety of library departments and identified themselves as being one of a director or manager, assistant librarian, or library page. Of the 436 respondents who reported having a university degree, 215 attended an LIS Master’s level program, and 12 studied at the doctoral level. The majority of respondents indicated they have had training in project management

  14. 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

  15. 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.

  16. A study on the effectiveness of task manager board game as a training tool in managing project

    Science.gov (United States)

    Yusof, Shahrul Azmi Mohd; Radzi, Shanizan Herman Md; Din, Sharifah Nadera Syed; Khalid, Nurhafizah

    2016-08-01

    Nowadays, games have become one of the useful tools in training. Many instructors choose to use games to enhance the way of delivering the subject. Failure to apply the suitable tool in training will lead to discouragement in learning and causing waste to the resources. An effective game will help the student understand the concept quickly. It can also help students to get involve in experiential learning where the student can manage and solve the problem as in the actual situation. This study will focus on the effectiveness of board game as a training tool for managing projects. This game has 4 tasks to be completed by students. They will be divided into a group of 4 or 5. Two methods are used in this study, pilot test, and post-test. These methods are chosen to analyze the effectiveness of using Task Manager Board Game as a teaching tool and the improvement of student's knowledge in project management. Three sub-components assessed were motivation, user experience and learning using case studies on Kirkpatrick's level one base on the perception of the students. The result indicated that the use of Task Manager board game as a training tool for managing project has a positive impact on students. It helps students to experience the situation of managing projects. It is one of the easiest ways for improving time management, human resources and communication skill.

  17. 76 FR 9028 - Training Program for Regulatory Project Managers; Information Available to Industry

    Science.gov (United States)

    2011-02-16

    ...] Training Program for Regulatory Project Managers; Information Available to Industry AGENCY: Food and Drug... Duvall-Miller, Center for Drug Evaluation and Research, Food and Drug Administration, 10903 New Hampshire... to provide the following: (1) Firsthand exposure to industry's drug development processes and (2) a...

  18. 75 FR 10806 - Training Program for Regulatory Project Managers; Information Available to Industry

    Science.gov (United States)

    2010-03-09

    ...] Training Program for Regulatory Project Managers; Information Available to Industry AGENCY: Food and Drug... INFORMATION CONTACT: Beth Duvall-Miller, Center for Drug Evaluation and Research, Food and Drug Administration... to provide the following: (1) First hand exposure to industry's drug development processes and (2) a...

  19. 77 FR 10538 - Training Program for Regulatory Project Managers; Information Available to Industry

    Science.gov (United States)

    2012-02-22

    ...] Training Program for Regulatory Project Managers; Information Available to Industry AGENCY: Food and Drug... Brum, Center for Drug Evaluation and Research, Food and Drug Administration, 10903 New Hampshire Ave...) Firsthand exposure to industry's drug development processes and (2) a venue for sharing information about...

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

    Science.gov (United States)

    Jones, Brenda

    2011-01-01

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

  1. 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....

  2. 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...

  3. Project T100 -- Hazardous Materials Management and Emergency Response Training Center (HAMMER)

    International Nuclear Information System (INIS)

    Norton, C.E.

    1994-01-01

    The scope of this Quality Assurance Program Plan (QAPP) is to provide a system of Quality Assurance reviews and verifications on the design and construction of the Hazardous Materials Management and Emergency Response (HAMMER) Training Center, project 95L-EWT-100 at Hanford. The reviews and verifications will be on activities associated with design, procurement, and construction of the HAMMER project which includes, but is not limited to earthwork, placement of concrete, laying of rail, drilling of wells, water and sewer line fabrication and installation, communications systems, fire protection/detection systems, line tie-ins, building and mock-up (prop) construction, electrical, instrumentation, pump and valves and special coatings

  4. 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

  5. IAEA Project UKR/4/003, Ukraine: Training for safe operation and management of nuclear power plants

    International Nuclear Information System (INIS)

    Kossilov, A.; Ivanytskyy, V.

    1998-01-01

    The IAEA Project UKR/4/003 was established with the aim to develop and upgrade Ukrainian NPP personnel training system in order to enhance the NPP operational safety and improve NPP management, through development of the SAT concept for personnel training

  6. Project Management Plan/Progress Report UT/GTKS Training Program Development for Commercial Building Operators

    Energy Technology Data Exchange (ETDEWEB)

    None, None

    2013-03-31

    standards established by UT and will complete the contact hours required of training to apply to the Certification on Energy Management (CEM) offered by the Association of Energy Engineers (AEE). The CBO training program consists of a combination of theory (classroom), online & computer simulation, laboratory & hands on (onsite) training lessons. The training is addressed four basic learning elements: (1) Learn the Technology; (2) Practice Skills with hands-on the Energy Simulation Builder program; (3) Final Project and Presentation; and, (4) Accreditation and Certifications.

  7. 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

  8. 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...

  9. Training management

    International Nuclear Information System (INIS)

    Martin, H.D.

    1986-01-01

    The following topics to be covered in this report are: Design principles for training programmes; training methods, materials and facilities; national and international organization; training assessment and documentation; relation between supplier and customer, licensing requirements and practices. (orig.)

  10. Project management tuition or training, can we assess the added value of them?

    NARCIS (Netherlands)

    Steven Nijhuis

    2014-01-01

    From the article: "Various programs in higher education feel a need to teach project management skills to students. Measuring the effect of education is a challenge especially when focused on behavioral skills. Research on learning gains usually turns to the method of Students Assessment of Learning

  11. Assessing the added value of education in project management tuition/training

    NARCIS (Netherlands)

    Steven Nijhuis

    2013-01-01

    Paper presented at the CARPE Conference Manchester 2013 Various programs in higher education feel a need to teach project management skills to students. Measuring the effect of education is a challenge especially when focused on behavioral skills. Research on learning gains often turns to the

  12. [Nursing Research Project on Management Training (IN.FOR.MA): evaluation of the competencies acquired during Phase 1].

    Science.gov (United States)

    Rega, Maria Luisa; Ghera, Patrizia; Dessy, Orietta; Di Lullo, Massimiliano; Galletti, Caterina

    2012-01-01

    The aim of the present study is to define the state of the art in nursing management training in Italy and to assess the effectiveness of training in a working context. The first phase of the IN.FOR.MA project consisted of creating a data collection tool, a questionnaire, based on paradigmatic pedagogic methodology. This was followed by a pilot study to test its effectiveness. Reliability was tested using the Cronbach's alpha test and the values obtained were between 0.79 and 0.82 for the overall scale and between 0.71 and 0.90 for the subscales. The maximum expression of the competencies perceived using the Likert scale was 4 (Fair), with a maximum value of 5 obtained in 53,06% of the total sample in the "Management" area and a minimum value between 3 (discreet) and 4 (fair) in 33.6% of the total in the area "Training and Research". Perception of the working value of the training experience reached 5 (very) , with an average value of 54,08% of the overall sample. The IN.FOR.MA questionnaire made it possible to assess the training course by focusing on the perception of the competencies acquired, with medium to high levels according to the Likert scale. The level of usefulness of these competencies in daily activities was highest in "Management" followed by "Programming and organization" and "Integration".

  13. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

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

  14. Le Nouveau Manuel de Formation sur l'Elaboration et la Gestion des Projets. (The New Project Design and Management Workshop Training Manual).

    Science.gov (United States)

    Peace Corps, Washington, DC. Information Collection and Exchange Div.

    A french language version of a training manual that presents guidelines for planning and conducting a project design and management (PDM) workshop to teach Peace Corps volunteers to involve local community members in the process of using participatory analysis tools and planning and implementing projects meeting local desires and needs. The first…

  15. 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.

  16. 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…

  17. Project Communications Management

    OpenAIRE

    José C. Santiago-Guevara; Mauricio Rojas-Contreras; Luis A. Esteban-Villamizar

    2013-01-01

    This article presents a review in relation to the object of study: Communications Management as an important factor in the management of projects. The review includes the most relevant and most renowned authors in the field of project management, focusing on telecommunications projects, which lets you define a communications management model.

  18. Managing clinical improvement projects.

    Science.gov (United States)

    Phillips, Joanna; Simmonds, Lorraine

    This paper, the second of a three-part series looking at change management tools, provides a practical guide on how to use common project management principles in practice. Much of the literature on project management focuses on the business arena, with little reference to clinical settings. Identifying this literature and understanding its relevance to managing projects in healthcare can be difficult. This article provides a practical guide to identifying the key principles of good project management and applying these in health settings.

  19. Modern project-management

    CERN Multimedia

    CERN. Geneva

    2003-01-01

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

  20. 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...

  1. Training Project Management Complexity in Postgraduate And Continuing Education Programs: A Learning Strategy in The Eshe (European Space of Higher Education) Framework

    OpenAIRE

    Mtnez-Almela, Jesús; de los Rios, Ignacio

    2011-01-01

    The objective of this paper is to address the methodological process of a teaching strategy for training project managment complexity in postgraduate programs. The proposal is made up of different methods —intuitive, comparative, deductive, case study, problem-solving Project-Based Learning— and different activities inside and outside the classroom. This integration of methods motivated the current use of the concept of “learning strategy”. The strategy has two phases: firstly, the integra...

  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. 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

  4. 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...

  5. 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

  6. 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.

  7. Technical Training for Managers.

    Science.gov (United States)

    Haverland, Edgar M.

    The question has arisen as to what kind of information a manager without extensive technical training needs to learn to supervise effectively. For example, the Nike Hercules fire control platoon leader, usually an officer in his first active duty assignment, seldom has had extensive technical training. Yet he is responsibile for the…

  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. Staff training program of CANDU projects in Saskatoon

    International Nuclear Information System (INIS)

    Huterer, J.

    1996-01-01

    This paper describes the training process for a nuclear project on a new site. When AECL opened a project office Saskatoon, senior management recognized the need for large scale staff training and made the necessary commitments. Two types of training programs were initiated, general and technical. The general training plan included topics related to nuclear project life cycle. Technical training was discipline and task specific. Based on the job descriptions and staff qualifications, technical training requirements were documented for the entire staff. The training strategy was developed and implemented. Detailed records were maintained to monitor the progress, draw conclusions, and plan training for future nuclear facilities. (author)

  10. 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.

  11. SAT in shift manager training

    International Nuclear Information System (INIS)

    Lecuyer, F.

    1995-01-01

    EDF has improved the organization of the operation shift teams with the replacement of shift supervisor in shift manager function. The shift manager is not only responsible for tasks associated to plant operation (production), but he is also responsible for safety of these tasks and for management of shift team members. A job analysis of this new job position has been performed in order to design the training programme. It resulted in a 10-month training programme that includes 8 weeks in safety-related topics and 12 weeks in soft-skills related topics. The safety related training courses are mandatory, the other courses are optional courses depending on individual trainee needs. The training also includes the development of management competencies. During the 10 month period, each trainee develops an individual project that is evaluated by NPP manager. As well, as group project is undertaken by the trainees and overseen by a steering committee. The steering committee participates in the evaluation process and provides operational experience feedback to the trainee groups and to the overall programme

  12. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2017-11-01

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

  13. 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...

  14. 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...

  15. 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.

  16. Training for emergency management

    International Nuclear Information System (INIS)

    Grauf, E.

    1993-01-01

    There are specific boundary conditions where preparedness for in-plant emergency management is as necessary and useful as is the training for the management of design-based accidents. The shift personnel has to be trained to cope particularly with the difficult and demanding initial phase of an emergency, and care must be taken to be very close to reality. Only thus can weak points be discovered and removed by pinpointed measures such as organisational changes, optimization of emergency management procedures, or hardware conditions. (orig.) [de

  17. 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

  18. 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...

  19. 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...

  20. 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...

  1. 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...

  2. 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...

  3. 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.

  4. The real manager of training

    International Nuclear Information System (INIS)

    Lowthert, W.H.

    1987-01-01

    For a training program to be truly effective it must belong to the line organization, not to the training group. The American nuclear industry has developed accredited training programs with large training staffs. Many managers agree that the organization receiving the training must be accountable for its quality and effectiveness. Most nuclear plant organizations actually delegate all authority and responsibility for training to the training manager. The Pennsylvania Power and Light Company (PPandL) has programs in place that ensure adequate control of training by the responsible line manager. This presentation discusses the importance of line manager accountability and authority concerning training

  5. 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.

  6. A study of the talent training project management for semiconductor industry in Taiwan: the application of a hybrid data envelopment analysis approach.

    Science.gov (United States)

    Kao, Ling-Jing; Chiu, Shu-Yu; Ko, Hsien-Tang

    2014-01-01

    The purpose of this study is to evaluate the training institution performance and to improve the management of the Manpower Training Project (MTP) administered by the Semiconductor Institute in Taiwan. Much literature assesses the efficiency of an internal training program initiated by a firm, but only little literature studies the efficiency of an external training program led by government. In the study, a hybrid solution of ICA-DEA and ICA-MPI is developed for measuring the efficiency and the productivity growth of each training institution over the period. The technical efficiency change, the technological change, pure technical efficiency change, scale efficiency change, and the total factor productivity change were evaluated according to five inputs and two outputs. According to the results of the study, the training institutions can be classified by their efficiency successfully and the guidelines for the optimal level of input resources can be obtained for each inefficient training institution. The Semiconductor Institute in Taiwan can allocate budget more appropriately and establish withdrawal mechanisms for inefficient training institutions.

  7. 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…

  8. Training of Managers

    Directory of Open Access Journals (Sweden)

    Gabi Ogulin

    2005-12-01

    Full Text Available The article underlines the importance of training of managers and the role of students from different cultural environments. As a result of economic growth on an international level, the role of training managers on such a level has become increasingly important. This training method also offers an excellent opportunity for networking, which is very important in business today, especially for smaller countries. Main source of competitiveness today consists of a combination of know-how, technology and motivational environment with the ability to react fast to any changes on the market (access and flow of information. Thus it can be concluded that post-graduate studies abroad must have a much higher importance for countries in transition in comparison to studies offered in recently established organizations in the country of origin. Latter, nevertheless are trying to cooperate with similar institutions abroad, but this can never be compared to the possibility of gaining experience and making contacts abroad.

  9. 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.

  10. Staff management, training and knowledge management

    International Nuclear Information System (INIS)

    Makino, Hitoshi; Umeki, Hiroyuki; Capouet, M.; Depaus, C.; Berckmans, A.

    2014-01-01

    Staff management/training and knowledge management are organisational issues that are particularly sensitive in long-term projects stretching over decades like the development and operation of a geological repository. The IAEA has already issued several publications that deal with this issue (IAEA, 2006, 2008). Organisational aspects were also discussed in the framework of a topical session organised by the Integration Group for the Safety Case (IGSC) at its annual meeting in 2009 and were regarded as a topic deserving future attention (NEA, 2009a). More recently, the Forum on Stakeholder Confidence (FSC) identified organisational, mission and behavioural features as attributes of confidence and trust (NEA, 2013). They also identified that aspects such as structural learning capacity, high levels of skill and competence in relevant areas, specific management plan, good operating records, transparency and consistency are associated with confidence building in a safety case. These aspects are considerably related to staff training/management and knowledge management. The IGSC has initiated a proposal of study dedicated to staff training/management and knowledge management with the objective to highlight how these recent concerns and the requirements issued by the IAEA are concretely implemented in the national programmes. The goal of this study is to acknowledge the differences of views and needs for staff management and knowledge management at different stages of individual programmes and between implementer and regulator. As a starting point to this study, the JAEA and ONDRAF/NIRAS prepared a draft questionnaire in order to succinctly capture processes and tools that the national organisations have implemented to meet the requirements and address the issues set out in the field of staff and knowledge management. For the purpose of this study, a questionnaire is now under development, which will be presented on the occasion of this symposium with guidance based on a

  11. Industrial training approach using GPM P5 Standard for Sustainability in Project Management: a framework for sustainability competencies in the 21st century

    Science.gov (United States)

    Johan, Kartina; Mohd Turan, Faiz

    2016-11-01

    Malaysian Engineering Accreditation (Engineering Programme Accreditation Manual, 2007) requires all bachelor degree in engineering programmes to incorporate a minimum of two months industrial training in order for the programme to be accredited by the council. The industrial training has the objective to provide students on the insights of being an engineer at the workplace hence increasing their knowledge in employability skills prior to graduation. However the current structure of industrial training is not able to inculcate good leadership ability and prepare students with sustainability competencies needed in the era of Sustainable Development (SD). This paper aims to study project management methodology as a framework to create a training pathway in industrial training for students in engineering programs using Green Project Management (GPM) P5 standard for sustainability in project management. The framework involves students as interns, supervisors from both university and industry and also participation from NonProfit Organisation (NPO). The framework focus on the development of the student's competency in employability skills, lean leadership and sustainability competencies using experiential learning approach. Deliverables of the framework include internship report, professional sustainability report using GPM P5 standard and competency assessment. The post-industrial phase of the framework is constructed for students to be assessed collaboratively by the university, industry and the sustainability practitioner in the country. The ability for the interns to act as a change agent in sustainability practices is measured by the competency assessment and the quality of the sustainability report. The framework support the call for developing holistic students based on Malaysian Education Blueprint (Higher Education) 2015-2025 and address the gap between the statuses of engineering qualification to the sustainability competencies in the 21st century in

  12. Project Management Performance Drivers

    OpenAIRE

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

    2010-01-01

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

  13. Management & Communication Training

    CERN Multimedia

    Nathalie Dumeaux

    2006-01-01

    Calendar of courses for March to June 2006 Please check our Web site to find out the number of places available which may vary. Management Curriculum Title Date 1st semester 2006 Language CDP pour Superviseurs & chefs de section - part 2 7, 8 mars F CDP for Supervisors & section Leaders - part 2 16, 17 March E CDP for Supervisors & section Leaders - part 2 21, 22 March E Risk Management 20, 21 April E Managing by project 25, 26 April E CDP for Supervisors & section Leaders - part 2 2, 3 May E CDP for Supervisors & section Leaders - part 2 2, 3 May E CDP pour Superviseurs & chefs de section - part 2 11, 12 mai F Personal Awarness & Impact 9, 10, 11 May E-F Introduction to Leadership 17, 18, 19 May E CDP for Group Leaders - part 2 19, 20, 21 June E-F Leadership Competencies 22, 23 June E-F Project Management 19, 20, 21 June E...

  14. Management & Communication Training

    CERN Multimedia

    Nathalie Dumeaux

    2006-01-01

    Schedule of courses for March to June 2006 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Title Date 1st semester 2006 Language CDP pour Superviseurs & chefs de section - part 2 7, 8 mars F CDP for Supervisors & Section Leaders - part 2 16, 17 March E CDP for Supervisors & Section Leaders - part 2 21, 22 March E Risk Management 20, 21 April E Managing by project 25, 26 April E CDP for Supervisors & Section Leaders - part 2 2, 3 May E CDP for Supervisors & Section Leaders - part 2 2, 3 May E CDP pour Superviseurs & chefs de section - part 2 11, 12 mai F Personal Awareness & Impact 9, 10, 11 May E-F Introduction to Leadership 17, 18, 19 May E CDP for Group Leaders - part 2 19, 20, 21 June E-F Leadership Competencies 22, 23 June E-F Project Management 19, 20, 21 June E...

  15. A Systematic Process for Educational Policy Development: Based on a Systems Approach to Training and Project Management

    Directory of Open Access Journals (Sweden)

    Catherine M Bates

    2007-07-01

    Full Text Available In the Canadian Forces leadership is considered to be the paramount skill of all members. For Training Development Officers, one method of displaying leadership is through the careful consideration of educational policy and its skilful implementation. If we do not take the time to write carefully considered policy, then students and their issues are managed according to the values and beliefs of individual decision makers. Normally this is fine, but when it negatively impacts students or teachers then neither equality nor equity is achieved.

  16. 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.

  17. 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...

  18. Organization of project management

    International Nuclear Information System (INIS)

    Schmidt, R.

    1975-01-01

    When speaking about interfaces within a project and their management, one has to understand and define what an interface is. In general, each component facing another one and each person working on a project with another person represents an interface. Therefore a project will consist practically in its entirety of interfaces with components and people sandwiched between them. This paper is limited to the most important interfaces with a focus on the problems occuring at them and their resolution. (orig.) [de

  19. Project managing your simulator DCS upgrade

    International Nuclear Information System (INIS)

    Carr, S.

    2006-01-01

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

  20. Successful Training Development and Implementation in Plant Modernization Projects

    International Nuclear Information System (INIS)

    Kuhn, A.; Schoenfelder, C.

    2012-01-01

    In plant modernization projects, for life extension or power update, the competence development (in particular, job and needs oriented training) of the plant staff plays an important role for ensuring the highest standard of nuclear safety, and for facilitating an economic operation of the plant. This paper describes challenges, methodology, activities, and results obtained so far from an on-going project in Sweden. - - As conclusion, critical factors for a successful staff training in plant modernization projects include a systematic approach to training, a dedicated training management team, and good interfaces between supplier's engineering teams, experienced training providers, and equipment suppliers.

  1. 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…

  2. HERMES project management I

    CERN Multimedia

    CERN. Geneva

    2013-01-01

    A two-hours course on the HERMES Project Management Methodology to the attention of Project Leaders and Project Participants. The methodology is quickly presented; the focus is put on the roles and responsibilities and on the project initiation phase. The course is given in French with slides in English. On April 22nd 2013, a new version of the HERMES methodology was made public. For practical reasons, this course is still given based on the 2009 version of HERMES (a.k.a. HERMES 4).

  3. 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

  4. Hospitality Management Education and Training.

    Science.gov (United States)

    Brotherton, Bob, Ed.; And Others

    1995-01-01

    Seven articles on hospitality management training discuss the following: computerized management games for restaurant manager training, work placement, real-life exercises, management information systems in hospitality degree programs, modular programming, service quality concepts in the curriculum, and General National Vocational Qualifications…

  5. 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.

  6. 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....

  7. 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.

  8. Agile Project Portfolio Management

    DEFF Research Database (Denmark)

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

    2005-01-01

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

  9. Project management tool

    Science.gov (United States)

    Maluf, David A. (Inventor); Bell, David G. (Inventor); Gurram, Mohana M. (Inventor); Gawdiak, Yuri O. (Inventor)

    2009-01-01

    A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as a monthly report, a task plan report, a budget report and a risk management report, are generated and made available for display or further analysis. An extensible database allows searching for information based upon context and upon content.

  10. Management Training in Retailing.

    Science.gov (United States)

    Veness, C. Rosina

    Intended for prospective members of the new Distributive Industrial Training Board in Great Britain, this training guide concentrates on managerial functions in retailing; the selection of trainees; the planning of in-company and external training programs; scheduling and continuity of training; roles of training personnel; and the use of various…

  11. 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

  12. 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…

  13. Management & Communication Training

    CERN Multimedia

    2006-01-01

    Please check our Web site to find out the number of places available which may vary. Calendar of courses for May to June 2006 Management Curriculum 1st semester 2006 Titles Dates language CDP for Supervisors & section Leaders - part 2 2, 3 May English Personal Awareness & Impact 9, 10, 11 May Bilingual CDP pour superviseurs & chefs de section - part 2 11, 12 mai français Introduction to Leadership 17, 18, 19 May English Communicating Effectively - Residential 14, 15, 16 June Bilingual CDP for Group Leaders - part 2 19, 20, 21 June Bilingual Project Management 19, 20, 21 June Bilingual Personal Awareness & Impact - Follow-up 19, 20 June bilingual Leadership Competencies 27, 28 June Bilingual Communication curriculum 1st semester 2006 Titles Dates language Personal Awareness & Impact 9, 10, 11 May Bilingual Personal Awareness & Impact - Follow-up 19, 20 June Bilingual Communicating Effectively 15, 16 May &...

  14. Ensuring effective project management

    International Nuclear Information System (INIS)

    Ward, J.N.

    1980-01-01

    A brief description is given of the organisation methods employed by the Bechtel Power Corporation, in their contract with Mississippi Power and Light Company for the design, construction and procurement activities for the Grand Gulf Nuclear Station. The aim is to ensure effective management, and good communications at all stages of construction, between the project team and the client. (U.K.)

  15. Exploring Project Management Education

    NARCIS (Netherlands)

    Steven Nijhuis

    2017-01-01

    From the article: "The object of this paper is to explore the actual practice in project management education in the Netherlands and compare it to reference institutions and recent literature. A little over 40% of the Higher Education institutions in the Netherlands mentions PM education in

  16. Enhanced project management tool

    Science.gov (United States)

    Hsu, Chen-Jung (Inventor); Patel, Hemil N. (Inventor); Maluf, David A. (Inventor); Moh Hashim, Jairon C. (Inventor); Tran, Khai Peter B. (Inventor)

    2012-01-01

    A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as one or more of a monthly report, a task plan report, a schedule report, a budget report and a risk management report, are generated and made available for display or further analysis or collection into a customized report template. An extensible database allows searching for information based upon context and upon content. Seven different types of project risks are addressed, including non-availability of required skill mix of workers. The system can be configured to exchange data and results with corresponding portions of similar project analyses, and to provide user-specific access to specified information.

  17. Training for Preservation Management

    Directory of Open Access Journals (Sweden)

    Mirjam M. Foot

    1999-05-01

    Full Text Available In August 1997 the first of a series of summer schools in Preservation Management was held at the Archivschule in Marburg (Germany. The school was organised by the ECPA, the LIBER Division on Preservation, ICA and the Archivschule itself and was aimed at archivists and librarians in management positions from European institutions. It dealt with managerial, organisational and financial aspects of preservation and required active participation by those attending. Apart from introductory sessions by the teaching staff at the Archivschule, a large part of the course took the form of working groups, discussions, assignments and role play, to which participants were expected to take their own experience and problems. The school was conducted in German. Topics, spread over five days, ranged from preservation in the context of the core activities of libraries and archives; planning of preservation projects; general management issues, such as resource management, budgeting, priority setting, communication and effecting change; to more detailed considerations of day-to-day issues, such as storage, disaster control, microfilming and digitising, mass conservation processes, and moulds and fungi.

  18. 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

  19. 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 ...

  20. 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...

  1. Training of radwaste management specialists

    International Nuclear Information System (INIS)

    Lifanova, S.D.

    2010-01-01

    Highly professional and knowledgeable employees for chemical, and especially radiochemical, technology companies are very much sought after these days. Taking into account the advancement of nuclear power and the associated expansion of radioactive waste management facilities, the demand for staff that possesses all the necessary knowledge is set to increase multi-tenfold. In such circumstances, training of personnel is becoming a key element of the human resource management process. The author says that training of personnel at SUE SIA Radon Moscow is conducted in accordance with the Program of Training, Advanced Training and Personnel Qualification, which prescribes areas of training, categories of trainees, approximate number of trainees for each area, schedule and budget of training sessions. The cooperation of SUE SIA Radon Moscow with higher-education institutions in the field of young specialists training and advanced training of managerial, technical and administrative staff is reported [ru

  2. 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...

  3. Measures to improve nuclear power project management

    International Nuclear Information System (INIS)

    Ma Xinchao

    2012-01-01

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

  4. Switchgear project meticulously managed.

    Science.gov (United States)

    Baillie, Jonathan

    2015-04-01

    Electrical engineering and estates personnel at Sodexo--which manages a wide range of soft and hard facilities management services for five hospitals under a PFI contract at the Manchester Royal Infirmary--have successfully planned, managed, and co-ordinated, a complex electrical engineering project which saw high voltage (HV) switchgear in the site's main intake sub-station dismantled by the supplier to repair a potential earthing mechanism fault which would have prevented individual switchgear panels being shut down, to, for example, cater for renovation of electrical cabling or components cross the site's high voltage network. With detailed planning, including provision for bringing onto site temporary bulk generators, and the formulation of a 600-step switching programme, the replacement of potential faulty driver components in the disconnect mechanism for 20 HV switchgear panels was completed in just four weeks, with minimal interruption to the vast complex's power supply.

  5. 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…

  6. 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...

  7. Training centres - organization and management

    International Nuclear Information System (INIS)

    Kovar, P.

    1986-01-01

    In the lecture 'Training centres - organization and management' some principles and requirements which influence the organization, management and activity pattern of nuclear training centres, are briefly introduced. It is demonstrated, step by step, how these general principles are implemented in the development of the Czechoslovak nuclear power programme, it means, how the training of the NPP personnel proceeds in Czechoslovak nuclear training centres. General principles which are selected: a connection between the capacity of the training centre and the scope and needs of the nuclear power programme, a position of the training center within the institutional set-up, a structure and organization of the training system which complies with the system of NPP construction, reflect the pattern and the activity of the nuclear training centre and nuclear power technical level, a research group of workers in the nuclear training centre, main tasks and technical facilities, management of the training process and a transfer of knowledge and research results into the training process. The lecture is supplemented by pictures and slides. (orig.)

  8. 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

  9. 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.

  10. Nuclear project management experience in Korea

    International Nuclear Information System (INIS)

    Jae-Pung Jeon

    1987-01-01

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

  11. Medical Waste Management Training for Healthcare Managers - a Necessity?

    Directory of Open Access Journals (Sweden)

    Aclan Ozder

    2013-07-01

    Full Text Available Background:This is an interventional study, since a training has been given, performed in order to investigate whether training has significant impact on knowledge levels of healthcare managers (head-nurses, assistant head nurses, hospital managers and deputy managers regarding bio-medical waste management.Methods:The study was conducted on 240 volunteers during June – August 2010 in 12 hospitals serving in Istanbul (private, public, university, training-research hospitals and other healthcare institutions. A survey form prepared by the project guidance team was applied to the participants through the internet before and after the training courses. The training program was composed of 40 hours of theory and 16 hours of practice sessions taught by persons known to have expertise in their fields. Methods used in the analysis of the data chi-square and t-tests in dependent groups.Results:67.5% (162 of participants were female. 42.5% (102 are working in private, and 21.7% in state-owned hospitals. 50.4% are head-nurses, and 18.3% are hospital managers.A statistically significant difference was found among those who had received medical waste management training (preliminary test and final test and others who had not (p<0.01. It was observed that information levels of all healthcare managers who had received training on waste management had risen at the completion of that training session.Conclusion:On the subject of waste management, to have trained healthcare employees who are responsible for the safe disposal of wastes in hospitals is both a necessity for the safety of patients and important for its contribution to the economy of the country.

  12. 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

  13. 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.

  14. Spaceflight Resource Management Training

    Data.gov (United States)

    National Aeronautics and Space Administration — In an effort to streamline the way that International Space Station (ISS) flight controllers are trained, two new levels of flight controller have been developed –...

  15. Human Factors in Training - Space Flight Resource Management Training

    Science.gov (United States)

    Bryne, Vicky; Connell, Erin; Barshi, Immanuel; Arsintescu, L.

    2009-01-01

    . Work on SFRM training has been conducted in collaboration with the Expedition Vehicle Division at the Mission Operations Directorate (MOD) and with United Space Alliance (USA) which provides training to Flight Controllers. The space flight resource management training work is part of the Human Factors in Training Directed Research Project (DRP) of the Space Human Factors Engineering (SHFE) Project under the Space Human Factors and Habitability (SHFH) Element of the Human Research Program (HRP). Human factors researchers at the Ames Research Center have been investigating team work and distributed decision making processes to develop a generic SFRM training framework for flight controllers. The work proposed for FY10 continues to build on this strong collaboration with MOD and the USA Training Group as well as previous research in relevant domains such as aviation. In FY10, the work focuses on documenting and analyzing problem solving strategies and decision making processes used in MCC by experienced FCers.

  16. 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.

  17. The use of diarrhoeal management counselling cards for community health volunteer training in Indonesia: the HealthCom Project.

    Science.gov (United States)

    Elder, J P; Louis, T; Sutisnaputra, O; Sulaeiman, N S; Ware, L; Shaw, W; de Moor, C; Graeff, J

    1992-10-01

    The Indonesian Ministry of Health relies on a network of over a million kader (community health volunteers) to bring primary health care to the village level. In West Java, the Department of Health's Control of Diarrhoeal Disease (CDD) Program recently carried out an extensive research and development effort to produce effective job aids for the kader in CDD and a training programme to teach their use. A set of counselling cards was produced to provide kader with a tool to diagnose and treat diarrhoea and teach the proper use of ORS. Researchers conducted a controlled evaluation in which they measured the cards' effectiveness through observations of kader performance and interviews with mothers they had counselled. In the intervention group, 15 kader underwent two days training in the use of the cards when diagnosing and advising treatment for cases of diarrhoea in their villages. The 16 control kader received comparable CDD training without the cards. Each group provided lists of local mothers they pledged to counsel during the coming weeks. Follow-up interviews were held with these mothers to test their level of knowledge on CDD and to observe their ability to mix ORS properly. Significant performance differences between the intervention kader and mothers, and the control kader and mothers, were demonstrated. The intervention kader were consistently more accurate in their diagnoses and recommendations for treatment with a mean of 83% accuracy vs 68% for the control kader. Mothers counselled by the intervention kader also prepared ORS significantly better than the mothers counselled by the control kader, with 97 vs 74% accuracy.

  18. 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...

  19. 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

  20. 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

  1. 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...

  2. 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.

  3. The Army’s National Training Center: A Case Study in Management of a Large Defense Project

    Science.gov (United States)

    1983-04-26

    34Desining . . .," op cit, p. 130. IT. M3l Ior-ritc’h and C. K. Prahalad , "Managing Multi-Organization Enterprises: The Emerging Strategic Frontier...Rational Altor TModel "assumes that what must be explained is an action, i.e., behavior that reflects purpose or intention .Ŗ It assumes "that what human...a fourth element is essential to the success of large-scale commerciali- zation programs: a favorable corporate strategic environment. This element

  4. 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,…

  5. Medical waste management training for healthcare managers - a necessity?

    Science.gov (United States)

    Ozder, Aclan; Teker, Bahri; Eker, Hasan Huseyin; Altındis, Selma; Kocaakman, Merve; Karabay, Oguz

    2013-07-16

    This is an interventional study, since a training has been given, performed in order to investigate whether training has significant impact on knowledge levels of healthcare managers (head-nurses, assistant head nurses, hospital managers and deputy managers) regarding bio-medical waste management. The study was conducted on 240 volunteers during June - August 2010 in 12 hospitals serving in Istanbul (private, public, university, training-research hospitals and other healthcare institutions). A survey form prepared by the project guidance team was applied to the participants through the internet before and after the training courses. The training program was composed of 40 hours of theory and 16 hours of practice sessions taught by persons known to have expertise in their fields. Methods used in the analysis of the data chi-square and t-tests in dependent groups. 67.5% (162) of participants were female. 42.5% (102) are working in private, and 21.7% in state-owned hospitals. 50.4% are head-nurses, and 18.3% are hospital managers.A statistically significant difference was found among those who had received medical waste management training (preliminary test and final test) and others who had not (pnecessity for the safety of patients and important for its contribution to the economy of the country.

  6. 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.

  7. 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)

  8. "Tuberculosis Case Management" Training.

    Science.gov (United States)

    Knebel, Elisa; Kolodner, Jennifer

    2001-01-01

    The need to isolated health providers with critical knowledge in tuberculosis (TB) case management prompted the development of "Tuberculosis Case Management" CD-ROM. Features include "Learning Center,""Examination Room," and "Library." The combination of audio, video, and graphics allows participants to…

  9. 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.

  10. Serviceability of passenger trains during acquisition projects

    NARCIS (Netherlands)

    Parada Puig, J.E.

    2015-01-01

    Acquiring assets that can be serviced cost effectively is a fundamental goal during large acquisition projects at NS, the largest railway company in the Netherlands. Buying passenger trains and providing their required services requires important strategic decisions involving both the trains and

  11. Global Project Management: Graduate Course

    National Research Council Canada - National Science Library

    Beranek, Thomas R

    2006-01-01

    ..., A. James Clark School of Engineering - Project Management Program. The course slides and suggested readings provide a general exploration of the nuances of doing projects globally as compared to domestically...

  12. 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.

  13. A Qualitative Study of the Relationship between a Banking IT Troubled Project and the Executive Project Sponsor's Project Management Maturity Level

    Science.gov (United States)

    Northcraft, Terry G.

    2017-01-01

    This qualitative study examined the effect the level of project management maturity a banking IT project sponsor has on project success. Project management maturity is gauged by the amount of modern project management training, knowledge and organizational skills an individual or organization has and applies to their project lifecycle experiences.…

  14. Multidisciplinary Knowledge Transfer in Training Multimedia Projects

    Science.gov (United States)

    Freyens, Benoit; Martin, Marguerite

    2007-01-01

    Purpose--Training multimedia projects often face identical knowledge-transfer obstacles that partly originate in the multidisciplinarity of the project team. The purpose of this paper is to describe these difficulties and the tools used to overcome them. In particular, the aim is to show how elements of cognitive psychology theory (concept maps,…

  15. From Project Management to Process Management - Effectively Organising Transdisciplinary Projects

    OpenAIRE

    Moschitz, Heidrun

    2013-01-01

    In transdisciplinary projects, the roles of researchers change. In addition to being a source of knowledge, they are required to engage in knowledge exchange processes. This results in an alteration at project level: researchers need to creatively manage projects as group processes.

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

    International Nuclear Information System (INIS)

    1995-02-01

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

  17. 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

  18. Management & Communication Training

    CERN Multimedia

    2008-01-01

    Date of courses for March to June 2008Please check our Web site (http://cta.cern.ch/cta2/f?p=300 )to find out the number of places available, which may vary. curriculum Management Core Development Package for new Supervisors and Section leaders (part 2) 31 March, 1 April (Full) Introduction to Leadership 9, 10, 11 April (2 places available) Core Development Package pour nouveaux superviseurs et chefs de section (partie 2) 24, 25 avril (complet) Quality Management 6, 7 May (10 places available) Personal Awareness & Impact 13, 14, 15 May (full) Managing Teams 21, 22, 23 May (8 places available) Core Development Package for new Supervisors and Section leaders (part 2) 28, 29 May (Full) Personal Awareness & Impact 2, 3, 4 June (3 places available) Dealing with Conflict 6 and 13 June (8 places available) Personal Awareness & Impact – Follow-up 9, 10 June (5 places available) Communicating to Convince 16, 17 June (4 places available) curriculum communication Mak...

  19. 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.

  20. Multiple Learning Tracks: For Training Multinational Managers

    Science.gov (United States)

    Harvey, Michael G.; Kerin, Roger A.

    1977-01-01

    The problem of identifying and training college students to be effective multinational marketing managers is investigated in three parts: (1) Identification of multinational manager attributes, (2) selection of multinational managers, and (3) multiple "track" training programs. (TA)

  1. Training for Information Management in a Company.

    Science.gov (United States)

    Karivalo, Merja

    1989-01-01

    Argues that information resource management is an established philosophy that needs to be linked to human resources management and strategic planning in industrial companies. A training program for information management is presented, including training objectives, participants, contents, and structure. (CLB)

  2. 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....

  3. 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.

  4. Waste-management QA training and motivation

    International Nuclear Information System (INIS)

    Henderson, J.T.

    1982-01-01

    Early in the development of a QA Program for the Waste Management and Geotechnical Projects Directorate, thought was given to establishing a QA Training Program commensurate with the needs and appropriate to the motivation of a staff of more than 130 scientists and project leaders. These individuals, i.e., researchers rather than hardware designers, had no prior experience with QA programs, and from their perception generally did not believe that such controls had any merit. Therefore, historically proven approaches to QA training had to be quickly modified or totally discarded. For instance, due to the mobility and diversity of backgrounds of personnel at SNL, the QA training program had to accommodate many different levels of QA maturity at any given time. Furthermore, since the application of QA to R and D was continuing to profit from project-specific lessons learned, these improvements in the QA program had to be easily and quickly imparted in the general staff's evolving awareness of QA. A somewhat novel approach to QA training has been developed that draws heavily upon SNL's existing In-Hours Technical Education Courses (INTEC) studio capabilities. This training attempts to accommodate individual staff needs and to ensure the required QA skills and awareness for the diverse types of programs addressed

  5. 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.

  6. Defense Management Education and Training

    Science.gov (United States)

    1991-07-01

    Data Program F&T Education and Training FAA Economic Analysis Application 1[AC Estimates at Completion FAD Extended Active Duty [APM Economic Analysis...Management System Inteqrated Facilities System Inspector General Intcqrated Logistics Support Information Management 1T International Military Education ...in the grades of 0-2 or E-5 and above and civilians in grades GS-5 or WG-10 and above. Educational background: A course in basic statistics within the

  7. 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…

  8. Case Studies for Management Development in Bangladesh. Fourth Book. Parepared for the World Bank/Bangladesh Management Education and Training Project.

    Science.gov (United States)

    McLean, Gary N.

    This document contains five case studies of management and finance situations in Bangladesh, which are intended to foster classroom discussion and thereby advance management development in that country. One to four discussion questions follow each case study. The titles and authors of the case studies on management are: "Azir Ahmed & Co.,…

  9. Mark 4A project training evaluation

    Science.gov (United States)

    Stephenson, S. N.

    1985-11-01

    A participant evaluation of a Deep Space Network (DSN) is described. The Mark IVA project is an implementation to upgrade the tracking and data acquisition systems of the dSN. Approximately six hundred DSN operations and engineering maintenance personnel were surveyed. The survey obtained a convenience sample including trained people within the population in order to learn what training had taken place and to what effect. The survey questionnaire used modifications of standard rating scales to evaluate over one hundred items in four training dimensions. The scope of the evaluation included Mark IVA vendor training, a systems familiarization training seminar, engineering training classes, a on-the-job training. Measures of central tendency were made from participant rating responses. Chi square tests of statistical significance were performed on the data. The evaluation results indicated that the effects of different Mark INA training methods could be measured according to certain ratings of technical training effectiveness, and that the Mark IVA technical training has exhibited positive effects on the abilities of DSN personnel to operate and maintain new Mark IVA equipment systems.

  10. Mark 4A project training evaluation

    Science.gov (United States)

    Stephenson, S. N.

    1985-01-01

    A participant evaluation of a Deep Space Network (DSN) is described. The Mark IVA project is an implementation to upgrade the tracking and data acquisition systems of the dSN. Approximately six hundred DSN operations and engineering maintenance personnel were surveyed. The survey obtained a convenience sample including trained people within the population in order to learn what training had taken place and to what effect. The survey questionnaire used modifications of standard rating scales to evaluate over one hundred items in four training dimensions. The scope of the evaluation included Mark IVA vendor training, a systems familiarization training seminar, engineering training classes, a on-the-job training. Measures of central tendency were made from participant rating responses. Chi square tests of statistical significance were performed on the data. The evaluation results indicated that the effects of different Mark INA training methods could be measured according to certain ratings of technical training effectiveness, and that the Mark IVA technical training has exhibited positive effects on the abilities of DSN personnel to operate and maintain new Mark IVA equipment systems.

  11. Information Systems and Management Training.

    Science.gov (United States)

    Curry, B.; Smith, D. G.

    1991-01-01

    A case study of a South Wales manufacturer illustrates the need for companies to adopt an integrated strategy for computerization and information systems. Lack of management training blending computing and business skills can have a crippling effect on system development and organizational health. (SK)

  12. 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...

  13. 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...

  14. 2014 National Asset Management Conference and training on implementation strategies.

    Science.gov (United States)

    2014-07-01

    This report documents the major research activities conducted as part of the Federal Highway Administration (FHWA) : Transportation Pooled Fund (TPF) Program project, TPF-5(275) 2014 National Asset Management Conference and Training on : Implementati...

  15. EDUCATIONAL PROJECTS STAKEHOLDER MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Юлія Юріївна ГУСЄВА

    2016-02-01

    Full Text Available An approach based on an integration of requirements breakdown structure and work breakdown structure of the project is proposed. It can complement existing methods of project stakeholders classification with the indicator of resource input, which can be defined in monetary terms. A method of requirements monitoring is proposed, which allows you to track the requirements of project stakeholders over time according to the actual amount of resources spent by analogy with the earned value method. Proposed indexes are the basis not only for monitoring but for the forecast of the project. The need of creating of a mechanism for getting baseline data taking into account the existence of different types of requirements of project stakeholders is grounded.

  16. 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

  17. Managing the training process: contracting for training services

    International Nuclear Information System (INIS)

    Carlson, E.R.

    1985-01-01

    The need for using consultants and contracting for training services should be based on one or more of these three major reasons: the need to expand capability on a crash basis, the need for specialized expertise, and the need for objectivity, and independence. When the need for using a consultant exists, the training manager must first define the scope of work or services the consultant is to provide and how the consultant will interface with the training staff. The next step will be to develop a Request for Proposal which involves management, training staff, and contract services organizations. The critical parts of an RFP are scope and schedule. Consideration would be given to determining which consultant organizations should receive the RFP, and specifying who is on the bidders list. The third step will consist of evaluating the proposals and awarding the work. This step needs to be objective, defendable, and repeatable. The final phase will be the performance of the work. The activities included are project initiation, monitoring contractor performance, and formal conclusion

  18. 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

  19. 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)

  20. 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.

  1. 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

  2. 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

  3. Phasor Simulator for Operator Training Project

    Energy Technology Data Exchange (ETDEWEB)

    Dyer, Jim [Electric Power Group, Llc, Pasadena, CA (United States)

    2016-09-14

    Synchrophasor systems are being deployed in power systems throughout the North American Power Grid and there are plans to integrate this technology and its associated tools into Independent System Operator (ISO)/utility control room operations. A pre-requisite to using synchrophasor technologies in control rooms is for operators to obtain training and understand how to use this technology in real-time situations. The Phasor Simulator for Operator Training (PSOT) project objective was to develop, deploy and demonstrate a pre-commercial training simulator for operators on the use of this technology and to promote acceptance of the technology in utility and ISO/Regional Transmission Owner (RTO) control centers.

  4. CERN Management & Communication Training programme

    CERN Multimedia

    2007-01-01

    Calendrier des cours prévus de septembre à décembre 2007
Calendar of courses for September to December 2007 Please check our Web site to find out the number of places available which may vary. Veuillez consulter notre site Web pour connaître le nombre de places disponibles qui peut varier. Management Curriculum / curriculum Management Personal Awareness & Impact (English) 10, 11, 12 September, (full) Managing by Project (English) 9, 10 October (2 places disponibles) Personal Awareness & Impact (English) 15, 16, 17 October, (full) Introduction to Leadership (English) 17, 18, 19 October, (full) Quality Management (Bilingual) 18, 19 October (10 places available) Managing Teams (English) 13, 14, 15 November (full) Communicating Effectively – residential (Bilingual) 20, 21, 22 November (full) Risk Management (English) 13, 14 December (6 places available) Communication Curriculum / curriculum communication Stress Management (English) 25, 26 September (6 places...

  5. 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. .

  6. 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.

  7. Middle Managers and the Environment: Attitudes and Training Interests

    DEFF Research Database (Denmark)

    Madsen, Henning; Ulhøi, John Parm

    It has long been recognised that education and training are essential to the development of environmental management in business organisations. So far, however, there has been little information about environmental management practice and related educational and training requirements in even...... European companies and the educational and training needs this will require in future. The results will then be compared with the findings of initiatives carried out at various educational and training institutions. The project has been divided into three stages: i) corporate environmental management, (ii......) middle managers, and (iii) workers. The project has been based partly on interviews in a small number of European companies at the forefront of environmental management and ditto educational and training institutions, and partly on more large-scale questionnaire surveys. This paper will briefly describe...

  8. River Protection Project (RPP) Dangerous Waste Training Plan

    International Nuclear Information System (INIS)

    POHTO, R.E.

    2000-01-01

    This supporting document contains the training plan for dangerous waste management at River Protection Project TSD Units. This document outlines the dangerous waste training program developed and implemented for all Treatment, Storage, and Disposal (TSD) Units operated by River Protection Project (RPP) in the Hanford 200 East, 200 West and 600 Areas and the <90 Day Accumulation Area at 209E. Operating TSD Units managed by RPP are: the Double-Shell Tank (DST) System, 204-AR Waste Unloading Facility, Grout, and the Single-Shell Tank (SST) System. The program is designed in compliance with the requirements of Washington Administrative Code (WAC) 173-303-330 and Title 40 Code of Federal Regulations (CFR) 265.16 for the development of a written dangerous waste training program and the Hanford Facility Permit. Training requirements were determined by an assessment of employee duties and responsibilities. The RPP training program is designed to prepare employees to operate and maintain the Tank Farms in a safe, effective, efficient, and environmentally sound manner. In addition to preparing employees to operate and maintain the Tank Farms under normal conditions, the training program ensures that employees are prepared to respond in a prompt and effective manner should abnormal or emergency conditions occur. Emergency response training is consistent with emergency responses outlined in the following Building Emergency Plans: HNF-IP-0263-TF and HNF-=IP-0263-209E

  9. River Protection Project (RPP) Dangerous Waste Training Plan

    Energy Technology Data Exchange (ETDEWEB)

    POHTO, R.E.

    2000-03-09

    This supporting document contains the training plan for dangerous waste management at River Protection Project TSD Units. This document outlines the dangerous waste training program developed and implemented for all Treatment, Storage, and Disposal (TSD) Units operated by River Protection Project (RPP) in the Hanford 200 East, 200 West and 600 Areas and the <90 Day Accumulation Area at 209E. Operating TSD Units managed by RPP are: the Double-Shell Tank (DST) System, 204-AR Waste Unloading Facility, Grout, and the Single-Shell Tank (SST) System. The program is designed in compliance with the requirements of Washington Administrative Code (WAC) 173-303-330 and Title 40 Code of Federal Regulations (CFR) 265.16 for the development of a written dangerous waste training program and the Hanford Facility Permit. Training requirements were determined by an assessment of employee duties and responsibilities. The RPP training program is designed to prepare employees to operate and maintain the Tank Farms in a safe, effective, efficient, and environmentally sound manner. In addition to preparing employees to operate and maintain the Tank Farms under normal conditions, the training program ensures that employees are prepared to respond in a prompt and effective manner should abnormal or emergency conditions occur. Emergency response training is consistent with emergency responses outlined in the following Building Emergency Plans: HNF-IP-0263-TF and HNF-=IP-0263-209E.

  10. 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

  11. 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.

  12. 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

  13. 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.

  14. Managing the training process in bodybuilding

    OpenAIRE

    Netík, Tomáš

    2011-01-01

    Anotation Title: Managing the training process in bodybuilding This thesis describes the sport of bodybuilding and its training process. It also describes aspects of managing the training process and based on own research determines what impact the training process is applied to changes in the state of training and performance. There is also considering the impact of specific training methods and intensification. In the research of this thesis, we used different testing methods. We performed ...

  15. 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

  16. Knowledge Model: Project Knowledge Management

    DEFF Research Database (Denmark)

    Durao, Frederico; Dolog, Peter; Grolin, Daniel

    2009-01-01

    The Knowledge model for project management serves several goals:Introducing relevant concepts of project management area for software development (Section 1). Reviewing and understanding the real case requirements from the industrial perspective. (Section 2). Giving some preliminary suggestions...... for usage in KIWI system (Sections 3). This document is intended for technological partners to understand how for example the software development concepts can be applied to a semantic wiki framework....

  17. Towards rethinking Project portfolio management

    DEFF Research Database (Denmark)

    Hansen, Lars Kristian; Svejvig, Per

    the last five years. Utilizing the theoretical lens proposed by Svejvig and Andersen (2015), we apply two complementary analytical perspectives to classify and analyze the stocks. One perspective, denoted as classical project management (CPM), highlights key characteristics of conventional research....... A second perspective, denoted as rethinking project management (RPM), highlights characteristics of progressive research. Not surprisingly, characteristics from CPM are very dominant in the stock of most cited publications of all years — instrumentality and controllability in particular. In the newest...

  18. Tactical training of emergency management - the MUSTER concept

    International Nuclear Information System (INIS)

    Andersen, Verner.

    1996-08-01

    The efficiency with which complex, large-scale organisations respon d to emergencies and critical situations depends crucially on the co-ordination of actions and communication among decision makers. However, decision makers have typically few opportunities to train distributed crisis management under artificial, yet realistic conditions; and at the same time, real emergencies occur fortunately so relatively infrequently that few decision makers have a chance of establishing a useful real-life experience of crisis management. There is therefore a need for having available realistic and flexible multi-user training environments in which co-ordinated response to crises or emergencies may be trained. The objective of the MUSTER project (Multi-User System for Training and Evaluating Environmental Emergency Response) is to produce specifications for a training system supporting collaborative training and evaluation directed to the special needs of environmental emergency management. The MUSTER project was partially funced by CEC

  19. RISK MANAGEMENT USING PROJECT RECON

    Science.gov (United States)

    2016-11-28

    centralized database . • Project Recon (formerly Risk Recon) is designed to be used by all Program Management Offices, Integrated Project Teams and any...Create growth plans to proactively capture benefits • Customize reports to group opportunities by programmatic, technical, business, contracting, and

  20. Key aspects to perform a project on energy management

    International Nuclear Information System (INIS)

    Bachini, R.

    1993-01-01

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

  1. Management Of Building Projects

    OpenAIRE

    Niko Majdandzic; Tadija Lovric; Vido Peric

    2006-01-01

    In this work we have shown the concept of logistic support in management in building production and in building of objects, which is realised in Enterprise resource Planning – ERP system ERPINSG, developed in Informatic firm Informatic engineering – ININ in Slavonski Brod, and in cooperation with scientists of catedra for informatics of Faculty of Mechanical Engineering and users from building firms.

  2. CERN Management & Communication Training programme

    CERN Multimedia

    2007-01-01

    Calendrier des cours prévus de septembre à décembre 2007 Calendar of courses for September to December 2007 Please check our Web site to find out the number of places available which may vary. Veuillez consulter notre site Web pour connaître le nombre de places disponibles qui peut varier.   Management Curriculum / curriculum Management NEW COURSE - Dealing with Conflict, 5 & 12 October (6 places available) Managing by Project (English) 9, 10 October (Full) Personal Awareness & Impact (English) 15, 16, 17 October\t(Full) Introduction to Leadership (English) 17, 18, 19 October\t(Full) Managing Teams (English) 13, 14, 15 November (1 place available) Communicating Effectively – residential (Bilingual) 20, 21, 22 November (Full) Risk Management (English) 13, 14 December (6 places available) Core Development Package for new Supervisors and Section leaders (MARS exercice) - 
Session to be scheduled from November 2007 to January 2008 &...

  3. Strategic Management of Large Projects

    Institute of Scientific and Technical Information of China (English)

    WangYingluo; LiuYi; LiYuan

    2004-01-01

    The strategic management of large projects is both theoretically and practically important. Some scholars have advanced flexible strategy theory in China. The difference of strategic flexibility and flexible strategy is pointed out. The supporting system and characteristics of flexible strategy are analyzed. The changes of flexible strategy and integration of strategic management are discussed.

  4. 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.

  5. 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…

  6. How to Teach Emotional Intelligence Skills in IT Project Management

    Science.gov (United States)

    Connolly, Amy J.; Reinicke, Bryan

    2017-01-01

    High emotional intelligence ("EQ") is considered one of the greatest strengths of an alpha project manager, yet undergraduate project management students are not directly trained in EQ soft skills such as communication, politics and teamwork. This article describes examples of active learning exercises implemented in an undergraduate IT…

  7. 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...

  8. 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

  9. 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.

  10. 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

  11. Planning and Managing Drupal Projects

    CERN Document Server

    Nordin, Dani

    2011-01-01

    If you're a solo website designer or part of a small team itching to build interesting projects with Drupal, this concise guide will get you started. Drupal's learning curve has thrown off many experienced designers, particularly the way it handles design challenges. This book shows you the lifecycle of a typical Drupal project, with emphasis on the early stages of site planning. Learn how to efficiently estimate and set up your own project, so you can focus on ways to make your vision a reality, rather than let project management details constantly distract you. Plan and estimate your projec

  12. 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....

  13. Procrastination at work and time management training.

    Science.gov (United States)

    Van Eerde, Wendelien

    2003-09-01

    The author examined the impact of time management training on self-reported procrastination. In an intervention study, 37 employees attended a 1 1/2-day time management training seminar. A control group of employees (n = 14) who were awaiting training also participated in the study to control for expectancy effects. One month after undergoing time management training, trainees reported a significant decrease in avoidance behavior and worry and an increase in their ability to manage time. The results suggest that time management training is helpful in lessening worry and procrastination at work.

  14. Managing project risks and uncertainties

    Directory of Open Access Journals (Sweden)

    Mike Mentis

    2015-01-01

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

  15. 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.

  16. 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...

  17. 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.

  18. Quality function deployment (QFD in the development of training projects: an exploratory study for service

    Directory of Open Access Journals (Sweden)

    Francisco José Dias Junior

    2012-01-01

    Full Text Available Training is important in preparing employees. The Quality Function Deployment (QFD is an effective method to systematically translate customer requirements into project specifications. This study presents the use of QFD method in development of training project. It is a qualitative research conducted in the industry services company. The results show that the use of QFD is an effective alternative for managers to develop or improve their training projects.

  19. 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.

  20. 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...

  1. Development of a Career Enhancement Training is Inherent Part of an Educational Project

    Directory of Open Access Journals (Sweden)

    Gabdrakhmanova R.G.

    2015-11-01

    Full Text Available Career enhancement training is common for teachers, yet participating in the project requires special training. Project training courses expose project objectives and allow getting necessary skills, materials and tools to determine the results. Training course have to include a content for which teachers will need to make a report. R. A. Valeeva, Ph.D., Professor, was the manager of a project “Development and testing of new modules and rules for the implementing of the basic bachelor educational program in an "Education and Pedagogy" aggregated group (psycho-pedagogical training direction, which implies academic mobility of students studying education science (non-educational training directions in the context of networking”. To implement the project, it was decided to establish close partnerships with five higher educational institutions in the country. We have developed training courses to prepare teaching and resource staff of our university, as well as our partners to strong partnership in the project execution.

  2. Training Hospital Managers as to Fire Management

    Directory of Open Access Journals (Sweden)

    Roya Khalili

    2015-01-01

    Full Text Available Fire is one of the most dangerous phenomena in the world which yields main damages, healthy and economical, and is thus a major threat to hospitals. Since, most of the residents in hospitals are the individuals who cannot rescue themselves in such situations, fire in hospitals is more hazardous than any other public place; hence, it can endanger several sophisticated medical equipment. Therefore, security against fire plays a very vital role in hospitals and has to be taken into account by authorities. Among the personnel, hospital manager and the security guard supervisor are much more responsible. One of their responsibilities includes planning fire security scheme in hospitals to reduce the death rate caused by fire so that there is less threat to the building of hospital admits content. Due to the significance of this issue in hospitals, it seems necessary for the personnel to be aware of security measures against fire. Therefore, a study was carried out in Isfahan University of Medical Sciences teaching hospitals on all managers, their awareness about this issue was measured through a questionnaire. The results indicated that of a total of 60, the obtained average was (37.63+7.36 in the medium level. Also, most of the managers believed that proper and updated training by skillful trainers regarding hospital security measures and its application can be truly effective on their productivity. Thus, it is concluded that practical training the mentioned target group (hospital personnel especially clerks and the managers about the security plans can be effective in the control of fire and security measures, resulting in reduction of accidents and human and economic loss in the future.

  3. 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.

  4. 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.

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

    Science.gov (United States)

    2010-12-01

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

  6. 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

  7. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from September to December 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Project Scheduling & Costing\t3, 4 September (full) Communicating Effectively – Residential\t15, 16, 17 September (5 places available) Personal Awareness & Impact – Follow-up\t17, 18 September (2 places available) Project Management\t22, 23 September (full) Personal Awareness & Impact\t22, 23, 24 September (full) Introduction to Leadership\t7, 8, 9 October (full) Managing Teams\t10, 11, 12 November (full) Communication Curriculum Managing Time\t22 September + 27 October + 18 November (8 places available) Making presentations\t14, 15 October + 9 November (Full) Communiquer efficacement dans votre équipe\t19, 20 octobre (2 places disponibles) Communiquer efficacement\t21, 22 octobre + 9, 10 novembre (1 place disponible) Techniques d’exposé et de présentations\t10, 11 novembre + 8 décembre (1...

  8. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from September to December 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Project Scheduling & Costing\t3, 4 September (2 places available) Communicating Effectively – Residential\t15, 16, 17 September (6 places available) Personal Awareness & Impact – Follow-up\t17, 18 September (full) Project Management\t22, 23 September (full) Personal Awareness & Impact\t22, 23, 24 September (full) Introduction to Leadership\t7, 8, 9 October (full) Managing Teams\t10, 11, 12 November (full) Communication Curriculum Managing Time\t22 September + 27 October + 18 November (3 places available) Making presentations\t14, 15 October + 9 November (Full) Communiquer efficacement dans votre équipe\t19, 20 octobre (complet) Communiquer efficacement\t21, 22 octobre + 9, 10 novembre (complet) Techniques d’exposé et de présentations\t10, 11 novembre + 8 décembre (1 place disponible) Serv...

  9. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from September to December 2009 Please check our web site to find out the number of places available, which may vary. Management Curriculum Project Scheduling & Costing\t3, 4 September (2 places available) Communicating Effectively – Residential\t15, 16, 17 September (6 places available) Personal Awareness & Impact – Follow-up\t17, 18 September (full) Project Management\t22, 23 September (full) Personal Awareness & Impact\t22, 23, 24 September (full) Introduction to Leadership\t7, 8, 9 October (full) Managing Teams\t10, 11, 12 November (full) Communication Curriculum Managing Time\t22 September + 27 October + 18 November (3 places available) Making presentations\t14, 15 October + 9 November (Full) Communiquer efficacement dans votre équipe\t19, 20 octobre (complet) Communiquer efficacement\t21, 22 octobre + 9, 10 novembre (complet) Techniques d’exposé et de présentations\t10, 11 novembre + 8 décembre (1 place disponible) Service Orientation/Orienta...

  10. The benefits of management training

    CERN Multimedia

    2002-01-01

    After six years an unusual management course remains very popular. Participants in the most recent session of 3CM course, with the external course leader Ton Bastiaans (left back), Lyn Evans, LHC project leader (3rd from the right) and Sudeshna Datta Cockerill (far right) who organises the management and communication courses. In 1996 a sceptical Lyn Evans agreed to act as the 'sponsor' from CERN's senior management for a new course on 'Introduction to management', aimed at young professionals at CERN who may in the near future have supervisory roles. CERN's LHC Project Leader quickly discovered that it is a 'remarkable course' and six years later he remains enthusiastic about its value. His role is to attend at the end of the last day and to listen to the reactions of the participants - how they have benefited and how they see the benefits to CERN. The session also gives the participants the opportunity to discuss with one of the Directorate their views on problems at CERN. Code-named 3CM, and run by an ex...

  11. CERN Management & Communication Training programme

    CERN Multimedia

    2007-01-01

    Calendrier des cours prévus de septembre à décembre 2007 Calendar of courses for September to December 2007 Please check our Web site to find out the number of places available which may vary. Veuillez consulter notre site Web pour connaître le nombre de places disponibles qui peut varier. Management Curriculum / curriculum Management Managing by Project (English)\t9, 10 October (Full) Personal Awareness & Impact (English)\t15, 16, 17 October, (Full) Introduction to Leadership (English)\t17, 18, 19 October, (Full) Managing Teams (English)\t13, 14, 15 November\t(1 place available)) Communicating Effectively – residential (Bilingual)\t20, 21, 22 November (Full) Risk Management (English)\t13, 14 December (6 places available) Core Development Package for new Supervisors and Section leaders (MARS exercice) Session to be scheduled from November 2007 to January 2008 Communication Curriculum / curriculum communication Stress Management (English)\t25, 26 September (4 p...

  12. 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

  13. 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 ...

  14. 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....

  15. 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)

  16. 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...

  17. 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.

  18. Software Tools Streamline Project Management

    Science.gov (United States)

    2009-01-01

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

  19. 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.

  20. 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.

  1. Management of nuclear training center

    International Nuclear Information System (INIS)

    Seo, In Suk; Lee, Han Young; Cho, Boung Jae; Lee, Seung Hee; Lee, Eoi Jin; You, Byung Hoon; Lee, Won Ku; Jeon, Hyung Ryeon; Seo, Kyung Won; Kim, Young Joong; Kim, Ik Hyun; Hyun, Ha Il; Choi, Il Ki; Hong, Choon Sun; Won, Jong Yeul; Joo, Yong Chang; Nam, Jae Yeul; Sin, Eun Jeong

    1996-02-01

    This report describes the annual results of training courses. The scope and contents are as follows : 1. Regional and interregional training courses, 2. Training courses assisted by foreign experts, 3. Training courses for nuclear industry personnel, 4. Training courses for internal staff-members, 5. Training courses under the law. The nuclear training center executed the open-door training courses for 2,699 engineers/scientists from the regulatory body, nuclear industries, research institutes and other related organizations by means of offering 69 training courses during the fiscal year 1995. (Author) .new

  2. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-05-01

    Full Text Available Normal 0 false false false IN X-NONE X-NONE MicrosoftInternetExplorer4 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 organization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project management 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 applied to professionals from Jakarta and surrounding area.  The result of analysis shows that construction and primary industry have a higher maturity level compare to manufacturing and services.  It is to be noted, however, that the level of project management understanding is low across industries.  This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

  3. 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...

  4. 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...

  5. Risk Management of NASA Projects

    Science.gov (United States)

    Sarper, Hueseyin

    1997-01-01

    Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

  6. 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...

  7. 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...

  8. 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…

  9. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from November to December 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Managing Teams\t10, 11, 12 November (4 places available) CDP pour nouveaux superviseurs, part 1\t30 novembre, 1, 2 décembre (2 places disponibles) Managing by Project\t1, 2 December (full) Communication Curriculum Techniques d’exposé et de présentations\t10, 11 novembre + 8 décembre (complet) Managing Stress\t10, 11 November (6 places available) Communicating Effectively\t11, 12 November + 8, 9 December (4 places available) Orientation service\t12, 13 novembre (5 places disponibles) Gestion du stress\t17, 18 novembre (6 places disponibles) Animer ou participer à une réunion de travail\t9, 10, 11 décembre (3 places disponibles) If you are interested in attending any of the above course sessions, please talk to your supervisor and/or your DTO, and apply electronically via EDH from the course description p...

  10. 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.

  11. CERN Management & Communication Training programme

    CERN Multimedia

    2007-01-01

    Calendar of courses for November to December 2007Calendrier des cours prévus de novembre à décembre 2007 Please check our Web site to find out the number of places available which may vary.Veuillez consulter notre site Web pour connaître le nombre de places disponibles qui peut varier. Managing Teams (English) 13, 14, 15 November (Full) Communicating effectively - residential (Bilingual) 20, 21, 22 November (Full) FP7 Training - How to Negotiate and Administer Framework 7 Grant Agreements (English) 21 November (12 places available) Core Development Package for new Supervisors and Section leaders (MARS exercise) (English) 20, 21, 22 November (Full) Core Development Package for new Supervisors and Section leaders (MARS exercise) (français) 5, 6, 7 décembre (4 places disponibles) Core Development Pa...

  12. CERN Management & Communication Training programme

    CERN Multimedia

    2007-01-01

    Calendar of courses for November to December 2007Calendrier des cours prévus de novembre à décembre 2007 Please check our Web site to find out the number of places available which may vary.Veuillez consulter notre site Web pour connaître le nombre de places disponibles qui peut varier. Managing Teams (English) 13, 14, 15 November (Full) Communicating effectively - residential (Bilingual) 20, 21, 22 November (Full) FP7 Training - How to Negotiate and Administer Framework 7 Grant Agreements (English) 21 November (7 places available) Core Development Package for new Supervisors and Section leaders (MARS exercise) (English) 20, 21, 22 November (Full) Core Development Package for new Supervisors and Section leaders (MARS exercise) (français) 5, 6, 7 décembre (2 places disponibles) Core Development Pac...

  13. 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 ...

  14. Oil sands tailings management project

    Energy Technology Data Exchange (ETDEWEB)

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

    2010-11-15

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

  15. Oil sands tailings management project

    International Nuclear Information System (INIS)

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

    2010-11-01

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

  16. Does training affect quality of diarrhoea case management.

    Science.gov (United States)

    Baig, L A; Thaver, I

    1997-08-01

    Improvement in diarrhoea case management through training of health care providers in the government and the private sector was the key element of diarrhoea policy in Pakistan in 1989. Numerous training sessions were organized by the Child Survival project. The aim of this project was to look at the effect of training on quality of diarrhoea case management at the oral rehydration therapy (ORT) corners and diarrhoea treatment units (DTUs) of Sindh. A systematic random sample of 62 ORT corners and DTUs in Sindh was assessed using the WHO drafted Health Facility Survey manual. It was observed that the trained health providers were better in taking history for blood in stools (P Plan A" and correct rehydration (p management. Thus diagnosis was good and training did improve the quality of assessment of child but treatment (inclusive of advice giving) was not significantly affected by training, except for a child with no dehydration. It is recommended that on the job training should emphasize on skills for management of diarrhoea. Further studies are needed to identify why inspite of training. Health providers do not offer better treatment than the untrained ones.

  17. Breakthrough Propulsion Physics Project: Project Management Methods

    Science.gov (United States)

    Millis, Marc G.

    2004-01-01

    To leap past the limitations of existing propulsion, the NASA Breakthrough Propulsion Physics (BPP) Project seeks further advancements in physics from which new propulsion methods can eventually be derived. Three visionary breakthroughs are sought: (1) propulsion that requires no propellant, (2) propulsion that circumvents existing speed limits, and (3) breakthrough methods of energy production to power such devices. Because these propulsion goals are presumably far from fruition, a special emphasis is to identify credible research that will make measurable progress toward these goals in the near-term. The management techniques to address this challenge are presented, with a special emphasis on the process used to review, prioritize, and select research tasks. This selection process includes these key features: (a) research tasks are constrained to only address the immediate unknowns, curious effects or critical issues, (b) reliability of assertions is more important than the implications of the assertions, which includes the practice where the reviewers judge credibility rather than feasibility, and (c) total scores are obtained by multiplying the criteria scores rather than by adding. Lessons learned and revisions planned are discussed.

  18. 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

  19. [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.

  20. 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...

  1. Managing MDO Software Development Projects

    Science.gov (United States)

    Townsend, J. C.; Salas, A. O.

    2002-01-01

    Over the past decade, the NASA Langley Research Center developed a series of 'grand challenge' applications demonstrating the use of parallel and distributed computation and multidisciplinary design optimization. All but the last of these applications were focused on the high-speed civil transport vehicle; the final application focused on reusable launch vehicles. Teams of discipline experts developed these multidisciplinary applications by integrating legacy engineering analysis codes. As teams became larger and the application development became more complex with increasing levels of fidelity and numbers of disciplines, the need for applying software engineering practices became evident. This paper briefly introduces the application projects and then describes the approaches taken in project management and software engineering for each project; lessons learned are highlighted.

  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. The Expert Project Management System (EPMS)

    Science.gov (United States)

    Silverman, Barry G.; Diakite, Coty

    1986-01-01

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

  4. 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

  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. Analysis of interactions among barriers in project risk management

    Science.gov (United States)

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

    2018-03-01

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

  7. IDENTITY AND EMPOWERMENT OF WOMEN IN TRAINING PROJECT

    Directory of Open Access Journals (Sweden)

    Déborah Delgado-Piña

    2010-09-01

    Full Text Available This work analyze the processes the identity changes and of empowerment in the case of a concrete experience of a group of women in the empowerment project, 2004, in Celaya, Guanajuato. The objective was to know the bond establish between both processes. For this analysis was used information provided through interviews, life stories and observation with seven promoter women who participate in the workshops in Celaya, Guanajuato, who were in the program of state trust fund ZUMAR-FIDEPO (Marginated urban areas-Trust fund for popular development. This program helps people who live in urban marginalized areas through the identification of their needs and problems, by means of community promoters. The Women institute of Guanajuato (IMUG, the United Nations for women fund (UNIFEM, and ZUMAR-FIDEPO were the institutions that were involved in the empowerment project in order to strengthen the process through the implementation of training workshops for the promoters training. In the study were included seven from twenty women who participate in the workshops, which remains in the state program making various activities such as: training in various activities, management of productive projects and they are community promoters. The analysis was carried out based on the speech of the promoters, what they say of themselves and the changes they detect in their identity taking into account the changes in self-esteem, in the auto-concept and the exercise of alternative forms to the authoritarian power.

  8. Education and training of physicians for radiation emergency management

    International Nuclear Information System (INIS)

    Reiners, Christoph; Schneider, Rita

    2012-01-01

    The project orders implied the development, testing, and evaluation of a curriculum for educating and training physicians in prehospital radiation accident management and the development of a master curriculum. Objectives were to develop, preserve, and enlarge medical competence concerning prehospital care of radiation accident patients. The project is expected to contribute to qualify emergency physicians challenged by scenarios related to radiological and nuclear hazards. The development and the content of the curriculum for educating and training physicians in prehospital radiation accident management are being described. The conduction and evaluation of two pilot training courses with a total of 40 participating physicians are being presented. Successful testing of the pilot courses proves the value of the curriculum developed. Self-contained courses can be performed according to the master curriculum and the respective master presentations. Moreover, single modules can be integrated in existing education and training programmes. Suggestions for the implementation and accreditation of the curriculum are being made. (orig.)

  9. Project Management Software for Distributed Industrial Companies

    Science.gov (United States)

    Dobrojević, M.; Medjo, B.; Rakin, M.; Sedmak, A.

    This paper gives an overview of the development of a new software solution for project management, intended mainly to use in industrial environment. The main concern of the proposed solution is application in everyday engineering practice in various, mainly distributed industrial companies. Having this in mind, special care has been devoted to development of appropriate tools for tracking, storing and analysis of the information about the project, and in-time delivering to the right team members or other responsible persons. The proposed solution is Internet-based and uses LAMP/WAMP (Linux or Windows - Apache - MySQL - PHP) platform, because of its stability, versatility, open source technology and simple maintenance. Modular structure of the software makes it easy for customization according to client specific needs, with a very short implementation period. Its main advantages are simple usage, quick implementation, easy system maintenance, short training and only basic computer skills needed for operators.

  10. The Kozloduy project management unit

    International Nuclear Information System (INIS)

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

    2004-01-01

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

  11. Project Management Communication 2.0

    DEFF Research Database (Denmark)

    Berggreen, Line; Kampf, Constance Elizabeth

    2015-01-01

    How can we understand project management communication practices for developing effective practices in professional and technical communication? In this article we explore an approach to project management that focuses on projects as having a technical documentation structure with content...... that is developed through social or interpersonal communication practices. Looking at the broader picture of project management which besides the implementation phase also includes conception, planning and closure, we see a project management framework that brings together both technical and social aspects...... of project communication. To understand how this works, we interviewed project managers about their understanding and strategy in communicating about the projects they lead. Findings demonstrate that more experienced project managers have a more nuanced understanding of project communication as both...

  12. Project Management – Multi-perspective Leadership

    DEFF Research Database (Denmark)

    Riis, Eva

    2014-01-01

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

  13. Project management in the library workplace

    CERN Document Server

    Daugherty, Alice

    2018-01-01

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

  14. Risk management in product innovation projects

    NARCIS (Netherlands)

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

    1993-01-01

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

  15. A proposed model for construction project management ...

    African Journals Online (AJOL)

    Keywords: Communication skills and leadership model, construction project ..... help a manager handle stress and break tension (Gido & Clements,. 2012: 331; Harrin .... production and management of projects, the higher the demand for.

  16. Project management in practice : Evaluating a case project through project management theories

    OpenAIRE

    Uusitalo, Jenni

    2013-01-01

    The purpose of this thesis was to evaluate a case project and to study whether it was carried out in a correct manner; meaning that did the case project follow the project management models. In addition, part of the study was to determine what could have been improved in the management of the case project. The case project was about creating and launching a communication channel based on a social media service, on a blog platform called Tumblr, for Team Finland in Spain network. The network p...

  17. 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.

  18. 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

  19. 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

  20. 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.

  1. 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...

  2. Spent Nuclear Fuel Project Safety Management Plan

    International Nuclear Information System (INIS)

    Garvin, L.J.

    1996-02-01

    The Spent Nuclear Fuel Project Safety Management Plan describes the new nuclear facility regulatory requirements basis for the Spemt Nuclear Fuel (SNF) Project and establishes the plan to achieve compliance with this basis at the new SNF Project facilities

  3. 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...

  4. Training and Education of Environmental Managers

    DEFF Research Database (Denmark)

    Ulhøi, John Parm; Sinding, Knud; Madsen, Henning

    An analysis of the training backgrounds of environmental managers in a range of environmentally advanced European companies reveals the very broad qualifications ideally required of these managers. At the same time, however, it is found that the provision of training opportunities relevant...... for this important category of managers is both limited in scope and foundation, and highly dependent on the randomly distributed efforts of educators with an environmental interest....

  5. 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

  6. 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...

  7. 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...

  8. 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...

  9. 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.

  10. 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.

  11. IX Disposition Project - project management plan

    International Nuclear Information System (INIS)

    Choi, I.G.

    1994-01-01

    This report presents plans for resolving saving and disposal concerns for ion exchange modules, cartridge filters and columns. This plan also documents the project baselines for schedules, cost, and technical information

  12. An empirical identification and categorisation of training best practices for ERP implementation projects

    Science.gov (United States)

    Esteves, Jose Manuel

    2014-11-01

    Although training is one of the most cited critical success factors in Enterprise Resource Planning (ERP) systems implementations, few empirical studies have attempted to examine the characteristics of management of the training process within ERP implementation projects. Based on the data gathered from a sample of 158 respondents across four stakeholder groups involved in ERP implementation projects, and using a mixed method design, we have assembled a derived set of training best practices. Results suggest that the categorised list of ERP training best practices can be used to better understand training activities in ERP implementation projects. Furthermore, the results reveal that the company size and location have an impact on the relevance of training best practices. This empirical study also highlights the need to investigate the role of informal workplace trainers in ERP training activities.

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

    NARCIS (Netherlands)

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

    2016-01-01

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

  14. 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.

  15. CERN hosts training event on international management

    CERN Multimedia

    2007-01-01

    CERN held its first training event on international management at the Globe on 2 October, sharing its expertise with high-level Swiss managers as part of their year-long part-time executive training programme on advanced management. CERN is often talked about in terms of impressive statistics: the coldest place in the universe, the largest accelerator, the greatest volume of data. Whilst the science is undeniably remarkable, it is backed by a management infrastructure that has to be as cutting-edge as the research it supports. On 2 October, the Learning and Development section of HR organised an event for 60 delegates to come to CERN to learn about international management from those who have taken on the management challenges at the heart of this unique institution. It was the first time that CERN had prepared such an event. SKU, a non-profit organisation, approached our management training team to arrange the event as part of a wee...

  16. Training for operators and plant management

    International Nuclear Information System (INIS)

    Laverge, J.; Moroni, J.M.

    1992-01-01

    For many years, EDF has been making a lot of efforts to develop and to provide appropriate training to each of the different categories of personnel who participate in nuclear power plants operation and maintenance. With regard to training related to incidents and accidents management, if is important, among others, to make the difference between training of personnel on shift (plant operating teams and safety engineers) and training of personnel who makes up the emergency response teams that would be called upon in the event of a nuclear accident. Because of different origins, different backgrounds and especially different functions if an accident occurs on a unit, these two populations need completely different trainings. The training that EDF provides to these two categories of personnel is presented separately in the following pages. In both cases, links between functions to be sustained and characteristics of the training are tried to be shown. In conclusion, general perspectives on training evolution in EDF are given. 8 refs

  17. 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

  18. Exploring the Use of Microworld Models to Train Army Logistics Management Skills

    National Research Council Canada - National Science Library

    Levy, Dina

    2001-01-01

    The Army faces new challenges in training its logistics managers. As the Army evolves into a force-projection Army, the design and management of large-scale logistics systems assume increasing importance...

  19. 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

  20. 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

  1. 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.

  2. An Evaluation of Management Training and Coaching

    Science.gov (United States)

    Berg, Morten Emil; Karlsen, Jan Terje

    2012-01-01

    Purpose: The focus of this paper is on management training and development. The purpose has been to address how coaching can be applied to learn about leadership tools and what effect this has on management behaviour and development. Design/methodology/approach: This is a qualitative case study of a management development program. The empirical…

  3. Transportation engineering project management : survey of practice.

    Science.gov (United States)

    2017-01-01

    Utah Department of Transportation (UDOT) project managers (PMs) have identified inefficiencies in the legacy : system electronic Program Management (ePM) used to manage consultant contracts and invoices. To help UDOT : prepare for potential system im...

  4. 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

  5. Redefining Project Management Information Systems with New IT Services

    Directory of Open Access Journals (Sweden)

    Luminita Hurbean

    2013-04-01

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

  6. Cockpit resource management training at People Express

    Science.gov (United States)

    Bruce, Keith D.; Jensen, Doug

    1987-01-01

    In January 1986 in a continuing effort to maintain and improve flight safety and solve some Cockpit Resource Management (CRM) problems, People Express implemented a new CRM training program. It is a continuously running program, scheduled over the next three years and includes state-of-the-art full-mission simulation (LOFT), semi-annual seminar workshops and a comprehensive academic program authored by Robert W. Mudge of Cockpit Management Resources Inc. That program is outlined and to maximize its contribution to the workshop's goals, is organized into four topic areas: (1) Program content: the essential elements of resource management training; (2) Training methods: the strengths and weaknesses of current approaches; (3) Implementation: the implementation of CRM training; and (4) Effectiveness: the effectiveness of training. It is confined as much as possible to concise descriptions of the program's basic components. Brief discussions of rationale are included, however no attempt is made to discuss or review popular CRM tenets or the supporting research.

  7. Data management strategies for nuclear training

    International Nuclear Information System (INIS)

    Zerbo, J.N.; Gwinn, A.E.

    1993-01-01

    Use of systematic training development technologies has become a standard for the commercial nuclear power industry and for many Department of Energy facilities. Such systems involve detailed analysis of job functions, tasks and skill requirements and correlation of that information to the courses, curricula and testing instruments used in the training process. Nuclear training programs are subject to audit and evaluation by a number of government and industry organizations. The ability to establish an audit trail, from initial task analysis to final examination is crucial to demonstrating the completeness and validity of a systematic training program. This paper provides perspective on aspects of the training data management problem, status of technological solutions, and characteristics of data base management systems that are best suited for application to training programs

  8. 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...

  9. 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.

  10. Maternal Depression and Parent Management Training Outcomes.

    Science.gov (United States)

    Dempsey, Jack; McQuillin, Samuel; Butler, Ashley M; Axelrad, Marni E

    2016-09-01

    This study examines the impact of maternal depression on reductions in children's behavior problems severity following implementation of the Brief Behavioral Intervention-a brief, manualized parent management training treatment. The parents of 87 children aged 2-6 years of age received parent management training at a metropolitan hospital. Parents of participants completed measures of externalizing behavior and maternal depression. The association between pre-post treatment change in externalizing behavior and maternal depression was examined using an autoregressive cross-lagged model. Results showed that self-reported maternal depressive symptoms at pre-treatment negatively influenced the overall magnitude of reduction of reported externalizing behaviors in children following treatment. Results indicate that aspects of family functioning not specifically targeted by parent management training, such as maternal depression, significantly affect treatment outcomes. Clinicians providing parent management training may benefit from assessing for maternal depression and modifying treatment as indicated.

  11. Academic Training: The ITER project: technological challenges

    CERN Multimedia

    Françoise Benz

    2005-01-01

    2004-2005 ACADEMIC TRAINING PROGRAMME LECTURE SERIES 31 May, 1, 2, 3, June from 11:00 to 12:00 on 31 May and 2, 3, June. From 10:00 to 12:00 on 1 June - Main Auditorium, bldg. 500 The ITER project: technological challenges J. LISTER / CRPP-EPFL, Lausanne, CH and P. BRUZZONE / CRPP-EPFL, Zürich, CH The first lecture reminds us of the ITER challenges, presents hard engineering problems, typically due to mechanical forces and thermal loads and identifies where the physics uncertainties play a significant role in the engineering requirements. The second lecture presents soft engineering problems of measuring the plasma parameters, feedback control of the plasma and handling the physics data flow and slow controls data flow from a large experiment like ITER. The last three lectures focus on superconductors for fusion. The third lecture reviews the design criteria and manufacturing methods for 6 milestone-conductors of large fusion devices (T-7, T-15, Tore Supra, LHD, W-7X, ITER). The evolution of the...

  12. Academic Training: The ITER project: technological challenges

    CERN Multimedia

    Françoise Benz

    2005-01-01

    2004-2005 ACADEMIC TRAINING PROGRAMME LECTURE SERIES 31 May, 1, 2, 3, June from 11:00 to 12:00 on 31 May and 2, 3, June. From 10:00 to 12:00 on 1 June - Main Auditorium, bldg. 500 The ITER project: technological challenges J. LISTER / CRPP-EPFL, Lausanne and P. BRUZZONE / CRPP-EPFL, Zürich The first lecture reminds us of the ITER challenges, presents hard engineering problems, typically due to mechanical forces and thermal loads and identifies where the physics uncertainties play a significant role in the engineering requirements. The second lecture presents soft engineering problems of measuring the plasma parameters, feedback control of the plasma and handling the physics data flow and slow controls data flow from a large experiment like ITER. The last three lectures focus on superconductors for fusion. The third lecture reviews the design criteria and manufacturing methods for 6 milestone-conductors of large fusion devices (T-7, T-15, Tore Supra, LHD, W-7X, ITER). The evolution of the de...

  13. Supply Chain Management in Flyover Projects in India

    Directory of Open Access Journals (Sweden)

    Sudhir Yadav

    2015-01-01

    Full Text Available This paper explores the application of supply chain management (SCM in the Indian construction industry. The authors studied the SCM practices followed in flyover projects and compared them with the seamless SCM model for construction proposed by a previous study. A case study approach was followed for the research work. Structured interviews were conducted to understand the SCM practices in flyover projects in India. The developed model advocates leading roles for client and strategic needs analysis and value management study that are missing in the studied projects. All of the projects studied faced cost and time overruns. The seamless SCM model may be extended to developing countries by incorporating requirements related to the long-term relationship between project agents and, if possible, by suggesting that clients should not select agents using only the minimal cost criteria. The extended model also proposes SCM training for all project agents before the start of the project. Strategic needs analysis and value management study should be an integral part of the construction project to improve project efficiency. Implementing the seamless SCM model calls for the early involvement (i.e., at the project design stage of all project agents. Project sponsors can apply the findings of this study to manage time and cost overruns.

  14. Small Business Management Training Tools Directory.

    Science.gov (United States)

    American Association of Community and Junior Colleges, Washington, DC. National Small Business Training Network.

    This directory is designed to assist in the identification of supplementary materials to support program development for small businesses. Following introductory comments and an overview of small business management training, section I lists training tools available from the Small Business Administration (SBA). Section II provides descriptions and…

  15. A Better Model for Management Training

    Science.gov (United States)

    Bobele, H. Kenneth; Buchanan, Peter J.

    1976-01-01

    Greater precision in appraising training needs, greater clarity in defining training objectives, and an emphasis on a practical, skills-oriented approach to management development can result from using Henry Mintzberg's model which describes managerial work in terms of 6 job characteristics and 10 interpersonal, informational, or decisional roles.…

  16. New Management Practices and Enterprise Training.

    Science.gov (United States)

    Smith, Andrew; Oczkowski, Eddie; Noble, Charles; Macklin, Robert

    The changing nature of the demand for training in Australian enterprises adopting new management practices and the implications of those changes for training providers were examined. More than 3,400 private sector enterprises were surveyed by mail, after which follow-up telephone interviews were conducted with 80 human resource practitioners from…

  17. 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...

  18. Training Requirements and Information Management System

    Energy Technology Data Exchange (ETDEWEB)

    Cillan, T.F.; Hodgson, M.A.

    1992-05-01

    This is the software user's guide for the Training Requirements and Information Management System. This guide defines and describes the software operating procedures as they apply to the end user of the software program. This guide is intended as a reference tool for the user who already has an indepth knowledge of the Training Requirements and Information Management System functions and data reporting requirement.

  19. Training to Support Standardization and Improvement of Configuration Management Activities

    Energy Technology Data Exchange (ETDEWEB)

    Dauber, V.; Scheffer, N.; Schoenfelder, C.

    2015-07-01

    In recent years AREVA has conducted several measures to enhance the effectiveness and efficiency of configuration management-related activities within a nuclear power plant (NPP) new build as well as modernization projects, thereby further strengthening its commitment to achieving the highest level of safety in nuclear facilities. This paper describes a new training course that shall support the standardization and improvement of configuration management activities. Recommendations will be given that should be considered when designing and developing comparable training programs to support change processes within engineering units. (Author)

  20. 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.

  1. 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.

  2. 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.

  3. 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...

  4. 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…

  5. 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

  6. 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...

  7. 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.

  8. 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...

  9. Graduate Student Project: Operations Management Product Plan

    Science.gov (United States)

    Fish, Lynn

    2007-01-01

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

  10. Basic Project Management Methodologies for Survey Researchers.

    Science.gov (United States)

    Beach, Robert H.

    To be effective, project management requires a heavy dependence on the document, list, and computational capability of a computerized environment. Now that microcomputers are readily available, only the rediscovery of classic project management methodology is required for improved resource allocation in small research projects. This paper provides…

  11. SIMULATION OF ORGANIZATIONAL ILLNESSES IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Денис Антонович ХАРИТОНОВ

    2015-05-01

    Full Text Available The article examined the fractal model of organizational diagnosis of pathologies in project management development. The proposed fractal model based on the competency approach to project management and allows evaluating the pathology of the project-oriented organizations.

  12. Development of Earned Value Management System in PP Construction Project

    Energy Technology Data Exchange (ETDEWEB)

    Lee, Sang-Hyun; Moon, Byeong-Suk [KHNP-CRI, Daejeon (Korea, Republic of)

    2014-10-15

    The NPP construction project has been determined in the form of a rather lump-sum contract with little details in resource requirements and estimations. Therefore, Earned Value Management System (EVMS) needs to be applied to the NPP projects in order to incorporate scope, schedule and cost targeting efficient and to control effective resource. The NPP projects in Korea have not applied EVMS. EVMS has phased in NPP construction project by Korea Hydro and Nuclear Power Co., Ltd (KHNP), playing the role of project master manager in NPP construction in Korea. This study presented the EVMS unlike other system. Accordingly, EVMS is expected to reduce risks and increase efficiency in the NPP project. The NPP construction project is a technology ntensive multi-construction project that should be based on economics and stability and that takes over ten years to complete, requiring investment of billions of dollars, a great number of persons concerned, and a vast store of human and material resources. KHNP is phasing EVMS in NPP construction project for overseas contracts and the efficient management, the paper presented the pilot EVMS in KHNP. It expected to control and identify of NPP construction projects by using EVMS as a computerized management tool which is quantitative and objective management criteria. It is necessary to improve of the contract system related EVM for enterprise system, and the effort will be required, such as on-site support and training so that this can be done in collaboration with the relevant stakeholders.

  13. 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.

  14. 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.

  15. 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

  16. Advanced information technology for training and emergency management

    International Nuclear Information System (INIS)

    Wahlstroem, B.

    1989-01-01

    Modern information technology provides many possibilities for improving both the safety and the availability of nuclear installations. A Nordic research programme was started in 1977, in which several organizations in Denmark, Finland, Norway and Sweden has been participating. The work has on a general level been addressing control rooms, human reliability and information technology for nuclear power plants. The research has had impact on the development of the control room solutions and the training simulators in Finland and also in the other Nordic countries. The present phase of the Nordic cooperation is investigating the use of advanced information technology in emergency management. The paper gives a brief introduction to the use of advance information technology for training and emergency management, which is based on the experience from the Nordic projects and other similar application projects in Finland. The paper includes also references to results from several of the projects. (author)

  17. Amine Swingbed Payload Project Management

    Science.gov (United States)

    Walsch, Mary; Curley, Su

    2013-01-01

    The International Space Station (ISS) has been designed as a laboratory for demonstrating technologies in a microgravity environment, benefitting exploration programs by reducing the overall risk of implementing such technologies in new spacecraft. At the beginning of fiscal year 2010, the ISS program manager requested that the amine-based, pressure-swing carbon dioxide and humidity absorption technology (designed by Hamilton Sundstrand, baselined for the Orion Multi-Purpose Crew Vehicle, and tested at the Johnson Space Center in relevant environments, including with humans, since 2005) be developed into a payload for ISS Utilization. In addition to evaluating the amine technology in a flight environment before the first launch of the Orion vehicle, the ISS program wanted to determine the capability of the amine technology to remove carbon dioxide from the ISS cabin environment at the metabolic rate of the full 6 ]person crew. Because the amine technology vents the absorbed carbon dioxide and water vapor to space vacuum (open loop), additional hardware needed to be developed to minimize the amount of air and water resources lost overboard. Additionally, the payload system would be launched on two separate Space Shuttle flights, with the heart of the payload-the swingbed unit itself-launching a full year before the remainder of the payload. This paper discusses the project management and challenges of developing the amine swingbed payload in order to accomplish the technology objectives of both the open -loop Orion application as well as the closed-loop ISS application.

  18. Canadian residents' perceived manager training needs.

    Science.gov (United States)

    Stergiopoulos, Vicky; Lieff, Susan; Razack, Saleem; Lee, A Curtis; Maniate, Jerry M; Hyde, Stacey; Taber, Sarah; Frank, Jason R

    2010-01-01

    Despite widespread endorsement for administrative training during residency, teaching and learning in this area remains intermittent and limited in most programmes. To inform the development of a Manager Train-the-Trainer program for faculty, the Royal College of Physicians and Surgeons of Canada undertook a survey of perceived Manager training needs among postgraduate trainees. A representative sample of Canadian specialty residents received a web-based questionnaire in 2009 assessing their perceived deficiencies in 13 Manager knowledge and 11 Manager skill domains, as determined by gap scores (GSs). GSs were defined as the difference between residents' perceived current and desired level of knowledge or skill in selected Manager domains. Residents' educational preferences for furthering their Manager knowledge and skills were also elicited. Among the 549 residents who were emailed the survey, 199 (36.2%) responded. Residents reported significant gaps in most knowledge and skills domains examined. Residents' preferred educational methods for learning Manager knowledge and skills included workshops, web-based formats and interactive small groups. The results of this national survey, highlighting significant perceived gaps in multiple Manager knowledge and skills domains, may inform the development of Manager curricula and faculty development activities to address deficiencies in training in this important area.

  19. 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...

  20. 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...

  1. Status of Project Management Education in Pakistan

    Science.gov (United States)

    Arain, Faisal Manzoor; Tipu, Syed Awais Ahmad

    2009-01-01

    Emerging contractual delivery systems, collaborative partnerships, new management initiatives, and global product markets require professionals and students to have a broader awareness of construction methods and project management issues. This paper presents the state of the project management education in Pakistan. The analysis is based on…

  2. Scheduling in Engineering, Project, and Production Management

    OpenAIRE

    Chien-Ho Ko

    2015-01-01

    This issue presents five papers selected from the 2013 (4th) International Conference on Engineering, Project, and Production Management (EPPM2013) held in Bangkok, Thailand. Three of the papers deal with scheduling problems faced in project and production management, while the remaining two focus on engineering management issues.

  3. Managing Small Spacecraft Projects: Less is Not Easier

    Science.gov (United States)

    Barley, Bryan; Newhouse, Marilyn

    2012-01-01

    Managing small, low cost missions (class C or D) is not necessarily easier than managing a full flagship mission. Yet, small missions are typically considered easier to manage and used as a training ground for developing the next generation of project managers. While limited resources can be a problem for small missions, in reality most of the issues inherent in managing small projects are not the direct result of limited resources. Instead, problems encountered by managers of small spacecraft missions often derive from 1) the perception that managing small projects is easier if something is easier it needs less rigor and formality in execution, 2) the perception that limited resources necessitate or validate omitting standard management practices, 3) less stringent or unclear guidelines or policies for small projects, and 4) stakeholder expectations that are not consistent with the size and nature of the project. For example, the size of a project is sometimes used to justify not building a full, detailed integrated master schedule. However, while a small schedule slip may not be a problem for a large mission, it can indicate a serious problem for a small mission with a short development phase, highlighting the importance of the schedule for early identification of potential issues. Likewise, stakeholders may accept a higher risk posture early in the definition of a low-cost mission, but as launch approaches this acceptance may change. This presentation discusses these common misconceptions about managing small, low cost missions, the problems that can result, and possible solutions.

  4. Waste management for Shippingport Station Decommissioning Project: Extended summary

    International Nuclear Information System (INIS)

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

    1987-01-01

    The Shippingport Station (SSDP) is demonstrating that the techniques and methodologies of waste management, which are currently employed by the nuclear industry, provide adequate management and control of waste activities for the decommissioning of a large scale nuclear plant. The SSDP has some unique aspects in that as part of the objective to promote technology transfer, multiple subcontractors are being utilized in the project. The interfaces resulting from multiple subcontractors require additional controls. Effective control has been accomplished by the use of a process control and inventory system, coupled with personnel training in waste management activities. This report summarizes the waste management plan and provides a status of waste management activities for SSDP

  5. Training evaluation: a case study of training Iranian health managers.

    Science.gov (United States)

    Omar, Maye; Gerein, Nancy; Tarin, Ehsanullah; Butcher, Christopher; Pearson, Stephen; Heidari, Gholamreza

    2009-03-05

    The Ministry of Health and Medical Education in the Islamic Republic of Iran has undertaken a reform of its health system, in which-lower level managers are given new roles and responsibilities in a decentralized system. To support these efforts, a United Kingdom-based university was contracted by the World Health Organization to design a series of courses for health managers and trainers. This process was also intended to develop the capacity of the National Public Health Management Centre in Tabriz, Iran, to enable it to organize relevant short courses in health management on a continuing basis. A total of seven short training courses were implemented, three in the United Kingdom and four in Tabriz, with 35 participants. A detailed evaluation of the courses was undertaken to guide future development of the training programmes. The Kirkpatrick framework for evaluation of training was used to measure participants' reactions, learning, application to the job, and to a lesser extent, organizational impact. Particular emphasis was put on application of learning to the participants' job. A structured questionnaire was administered to 23 participants, out of 35, between one and 13 months after they had attended the courses. Respondents, like the training course participants, were predominantly from provincial universities, with both health system and academic responsibilities. Interviews with key informants and ex-trainees provided supplemental information, especially on organizational impact. Participants' preferred interactive methods for learning about health planning and management. They found the course content to be relevant, but with an overemphasis on theory compared to practical, locally-specific information. In terms of application of learning to their jobs, participants found specific information and skills to be most useful, such as health systems research and group work/problem solving. The least useful areas were those that dealt with training and

  6. Training evaluation: a case study of training Iranian health managers

    Directory of Open Access Journals (Sweden)

    Butcher Christopher

    2009-03-01

    Full Text Available Abstract Background The Ministry of Health and Medical Education in the Islamic Republic of Iran has undertaken a reform of its health system, in which-lower level managers are given new roles and responsibilities in a decentralized system. To support these efforts, a United Kingdom-based university was contracted by the World Health Organization to design a series of courses for health managers and trainers. This process was also intended to develop the capacity of the National Public Health Management Centre in Tabriz, Iran, to enable it to organize relevant short courses in health management on a continuing basis. A total of seven short training courses were implemented, three in the United Kingdom and four in Tabriz, with 35 participants. A detailed evaluation of the courses was undertaken to guide future development of the training programmes. Methods The Kirkpatrick framework for evaluation of training was used to measure participants' reactions, learning, application to the job, and to a lesser extent, organizational impact. Particular emphasis was put on application of learning to the participants' job. A structured questionnaire was administered to 23 participants, out of 35, between one and 13 months after they had attended the courses. Respondents, like the training course participants, were predominantly from provincial universities, with both health system and academic responsibilities. Interviews with key informants and ex-trainees provided supplemental information, especially on organizational impact. Results Participants' preferred interactive methods for learning about health planning and management. They found the course content to be relevant, but with an overemphasis on theory compared to practical, locally-specific information. In terms of application of learning to their jobs, participants found specific information and skills to be most useful, such as health systems research and group work/problem solving. The least

  7. Knowledge Management in the Neutronics Group of CAREM Project

    International Nuclear Information System (INIS)

    Torres, L.; Lopasso, E.

    2016-01-01

    Full text: An analysis of the Neutronics Group of CAREM25 project was performed in order to plan for the gradual implementation of knowledge management. The group structure, performed tasks and the way these tasks are linked together were studied. Staff functions within the group, profiles of each position and the training and education of human resources were also analyzed. (author

  8. Project-Based Management Development: "The Volvo Story."

    Science.gov (United States)

    Branch, John; Smith, Bryan

    1992-01-01

    A modular group project-based approach to management development was implemented by Volvo Concessionaires (United Kingdom) in partnership with training consultants. Ingredients of its success included top-level commitment, investment in diagnosis and tailoring, and use of company-specific case studies. (SK)

  9. Cash Management/Data Matching. Training Guide.

    Science.gov (United States)

    Office of Student Financial Assistance (ED), Washington, DC.

    This training guide for financial aid staff explains the process of direct loan reconciliation and suggests appropriate cash management accounting practices. Chapter 1 explains the importance of cash management, the role of data matching, and reviews basic reconciliation concepts and terms and direct loan reporting requirements. Chapter 2 reviews…

  10. Construction project management handbook : September 2009.

    Science.gov (United States)

    2009-09-01

    The purpose of this Handbook is to provide guidelines for use by public transit agencies (Agencies) undertaking substantial construction : projects, either for the first time or with little prior experience with construction project management. It pr...

  11. Electronic Resources Management Project Presentation 2012

    KAUST Repository

    Ramli, Rindra M.

    2012-01-01

    This presentation describes the electronic resources management project undertaken by the KAUST library. The objectives of this project is to migrate information from MS Sharepoint to Millennium ERM module. One of the advantages of this migration

  12. 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...

  13. Client's Constraining Factors to Construction Project Management

    African Journals Online (AJOL)

    factors as a significant system that constrains project management success of public and ... finance for the project and prompt payment for work executed; clients .... consideration of the loading patterns of these variables, the major factor is ...

  14. Use of safety management practices for improving project performance.

    Science.gov (United States)

    Cheng, Eddie W L; Kelly, Stephen; Ryan, Neal

    2015-01-01

    Although site safety has long been a key research topic in the construction field, there is a lack of literature studying safety management practices (SMPs). The current research, therefore, aims to test the effect of SMPs on project performance. An empirical study was conducted in Hong Kong and the data collected were analysed with multiple regression analysis. Results suggest that 3 of the 15 SMPs, which were 'safety committee at project/site level', 'written safety policy', and 'safety training scheme' explained the variance in project performance significantly. Discussion about the impact of these three SMPs on construction was provided. Assuring safe construction should be an integral part of a construction project plan.

  15. IT project management 30 steps to success

    CERN Document Server

    Doraiswamy, Premanand

    2011-01-01

    This pocket guide is designed to help IT project managers to succeed, and is based on the author's years of experience in IT project management. The guide's step-by-step approach will enable those new to IT project management, or intending to make a career in this field, to master the essential skills. For seasoned professionals, the pocket guide offers an invaluable concise reference guide.

  16. Early warnings : a phenomenon in project management

    OpenAIRE

    Nikander, Ilmari O.

    2002-01-01

    The emergence of Concurrent Engineering has caused growing demands on project management. The classic project management methods are often slow: problems may already exist when those methods are applied. The objective of the present study is to improve the opportunities of those responsible for a project's operational management to receive advance information about potential problems and final results through early warnings typical of the theory of weak signals by Igor Ansoff. The researc...

  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. Valuing and Managing Diversity in Business and Industry: Literature Review and Models. Training and Development Research Center Project Number Fifty-Nine.

    Science.gov (United States)

    Johnson, Sandra J.

    An increasingly diverse work force is a definite trend in the United States, and a number of companies have linked valuing and managing diversity to increased productivity. Equal employment opportunity and affirmative action are pointed to as foundational to the development of formal programs for valuing or managing diversity in the workplace. The…

  19. 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....

  20. 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...

  1. Project as a System and its Management

    Directory of Open Access Journals (Sweden)

    Jiří Skalický

    2017-06-01

    Full Text Available The contribution aims to describe project as a system, to define project control goal and strategy, control variables and their relationships. Three common control variables represented by the project triangle, are extended by two other important variables – project risk and quality. The control system consists of two components: social one – project manager and project team – and technical one – project dynamic simulation model as a decision making support of project manager in project milestones. In the project planning phase, the project baseline with planned controlled variables is created. In milestones after project launch, the actual values of these variables are measured. If the actual values deviate from planned ones, corrective actions are proposed and new baseline for the following control interval is created. Project plan takes into account the actual project progress and optimum corrective actions are determined by simulation, respecting control strategy and availability of resources. The contribution presents list of references to articles dealing with project as a system and its simulation. In most cases, they refer to the project control using the Earned Value Management method and its derivatives. Using of the dynamic simulation model for project monitoring and control, suggested in this contribution, presents a novel approach. The proposed model can serve as departure point to future research of authors and for development of appropriate and applicable tool.

  2. Lifecycle management for nuclear engineering project documents

    International Nuclear Information System (INIS)

    Zhang Li; Zhang Ming; Zhang Ling

    2010-01-01

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

  3. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

    Purpose – The purpose of this paper is to analyze the similarities and differences between the Danish Re-thinking Project Management initiative named Project Half Double (PHD) and the rethinking project man-agement (RPM) research stream. The paper furthermore discusses how PHD and RPM can inspire...... 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....

  4. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

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

  5. 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

  6. 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

  7. 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

  8. Defining Projects to Integrate Evolving Team Fundamentals and Project Management Skills

    Science.gov (United States)

    Smith, Harold, III; Smarkusky, Debra; Corrigall, Elizabeth

    2008-01-01

    Industry has indicated the desire for academic programs to produce graduates that are well-versed in collaborative problem solving and general project management concepts in addition to technical skills. The primary focus of a curriculum is typically centered on the technical training with minimal attention given to coalescing team and project…

  9. 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.

  10. 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

  11. AFSC Laboratory Management Information Requirements Project

    National Research Council Canada - National Science Library

    1982-01-01

    This document was developed under the auspices of the Laboratory IRM (LIRM) Management Working Group in response to AFSC Program Directive 0008-81-1, Management Information Requirement Project (23 February 1981...

  12. Practical project management: tips, tactics, and tools

    National Research Council Canada - National Science Library

    Levine, Harvey A

    2002-01-01

    ... Elements of Resource Management 4.2 Role-based Needs for Managing Resources in a Project-driven Organization 4.3 Resource Leveling and Games of Chance 4.4 Practical Resource Scheduling 117 119 12...

  13. Collaborative training program in coastal management in the Philippines: a local initiative with a global perspective

    OpenAIRE

    Balgos, M.C.

    1995-01-01

    A collaborative project in developing a broad-based coastal management training program in the Philippines is being undertaken by a group of government and nongovernment agencies. It addresses the lack of expertise in planning an implementation for coastal management in the country. The process will be documented to serve as a guide in starting and maintaining the process of collaborative training in coastal management in the region. Other training initiatives are outlined including regional ...

  14. 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.

  15. INFORMATION TECHNOLOGY IN INVESTMENT PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Vjacheslav A. Kozlov

    2014-01-01

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

  16. 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)

  17. Spent Nuclear Fuel Project dose management plan

    International Nuclear Information System (INIS)

    Bergsman, K.H.

    1996-03-01

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

  18. 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)

  19. 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...

  20. 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…

  1. A Study of Job Demands and Curriculum Development in Agricultural Training Related to the Muskegon County Wastewater Management System. Final Report. Volume I. An Overview of the Research Project.

    Science.gov (United States)

    Fisher, Harold S.; And Others

    This volume is one of a four-volume final report of a research project developed to identify the jobs and training needs for the area of wastewater land treatment systems and related agricultural occupations. The overall purpose of the project is presented in terms of its six subobjectives: (1) To identify the agricultural occupations related to…

  2. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from October to December 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Communicating Leadership - 2 October, 29 October + 1 December - (full) CDP-SL for new supervisors, part 1 - 5, 6, 7 October - (2 places available) Introduction to Leadership - 7, 8, 9 October - (4 places available) Voice your Leadership - 13, 14 October - (full) Managing Teams - 10, 11, 12 November - (7 places available) Risk Management - 17, 18 November - (6 places available) Dealing with Conflict - 20, 27 November - (5 places available) CDP pour nouveaux superviseurs, part 1 - 30 novembre, 1, 2 décembre - (4 places disponibles) Communication Curriculum Making presentations - 14, 15 October + 9 November - (Full) Communiquer efficacement dans votre équipe - 19, 20 octobre - (7 places disponibles) Gestion du stress - 20, 21 octobre - (8 places disponibles) Communiquer efficacement - 21, 22 octobre + 9, 10 novemb...

  3. 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…

  4. DIPLOMA PROJECT TEAM WORK MANAGEMENT

    Directory of Open Access Journals (Sweden)

    V. S. Kruglyk

    2014-04-01

    Full Text Available During the work performance students should get the maximal approach to the process of real project execution, so the project should include the need to use the latest technology, integration of data or services with different developments, architecture design, interaction of the team members and others. Implementation of graduation projects is the useful activity for the acquisition and consolidation of key IT competencies. Since the task of educational projects is maximal close to real one, students participate almost in all typical stages of commercial product’s development, and do so successfully. This is also confirmed practically: students, who were actively engaged in some projects at the university, have key positions in IT companies of the city and country after that. The main objective of the paper is to describe the organization of a common group students’ work on a degree project, implementation peculiarity of such projects, recommendations for improving the quality of projects. Thus, the paper is devoted to the peculiarities of the joint students’ work on a project during diploma execution in IT specialties, as the final part of the acquisition and consolidation process of key IT competencies of future programmers. The problem of choosing work topic, project concept, work organization in a group, implementation process organization has been considered. Also the specific stages of software development have been considered: development of interface, choice of technology, product quality, project disposal to the next developers, project completion.

  5. TRAINING ON PERSONNEL MANAGEMENT AND LABOR ECONOMICS

    Directory of Open Access Journals (Sweden)

    Marina V. Polevaya

    2016-01-01

    Full Text Available The article deals with the training of spe-cialists in the eld of labor and the house-keeper personnel management within the federal state educational standards of higher education. The analysis of the possibility of training in these specialties in the various educational standards. The necessity of focusing on the prepara-tion of these destinations within certain standards.

  6. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Calendar of courses for February to June 2009 Please check our Web site to find out the number of places available which may vary. Management Curriculum Core Development Package for new Supervisors and Section leaders (3 + 2 days) 3, 4, 5 February (part 1) + 13, 14 May 2009 (part 2) (full) Core Development Package for Group Leaders (part 2) 24, 25, 26 February (full) Communicating Effectively – Residential\t23, 24, 25 March (2 places available) Quality Management 25, 26 March (10 places available) Introduction to Leadership 1, 2, 3 April (3 places available) Personal Awareness & Impact 5, 6, 7 May (full) 3, 4, 5 June (places available) Dealing with conflict / Gestion des conflits\t5 + 12 June (8 places available) (Session in English or in French) Managing Teams\t9, 10, 11 June (4 places available) Communication Curriculum Managing stress\t23, 24 February (6 places available) Negotiating Effectively\t3, 4 March (2 places available) Négociation efficace\t17, 18 mar...

  7. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from February to June 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Core Development Package for new Supervisors and Section leaders (3 + 2 days) 3, 4, 5 February (part 1) + 13, 14 May 2009 (part 2)\t(full) Core Development Package for Group Leaders (part 2) 24, 25, 26 February (full) Communicating Effectively – Residential\t23, 24, 25 March (2 places available) Quality Management\t25, 26 March (10 places available) Introduction to Leadership\t1, 2, 3 April (3 places available) Personal Awareness & Impact\t5, 6, 7 May (full) 3, 4, 5 June (places available) Dealing with conflict / Gestion des conflits\t5 + 12 June (8 places available) (Session in English or in French) Managing Teams\t9, 10, 11 June (4 places available) Communication Curriculum Managing stress\t23, 24 February (6 places available) Negotiating Effectively\t3, 4 March (2 places available) Négociation efficace\t17, 18 mars (6 places d...

  8. Training teams for emergency management

    NARCIS (Netherlands)

    Schaafstal, A.M.; Johnston, J.H.; Oser, R.L.

    2001-01-01

    Emergency management (EM), the decision making involved in directing the relief operation after a disaster or otherwise catastrophic accident is an issue of great public and private concern because of the high stakes involved. Due to the nature of emergencies, and especially mass emergencies, EM

  9. 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 ...

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

    Data.gov (United States)

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

  11. Research project management 101: insiders' tips from Early Career Scientists

    Science.gov (United States)

    Cristini, Luisa; Pabortsava, Katsiaryna; Stichel, Torben

    2016-04-01

    From the very beginning of their career, it is important for Early Career Scientists (ECS) to develop project management skills to be able to organise their research efficiently. ECS are often in charge of specific tasks within their projects or for their teams. However, without specific training or tools, the successful completion of these assignments will depend entirely on the organisational skills of individual researchers. ECS are thus facing "sink-or-swim" situations, which can be either instructive or disastrous for their projects. Here we provide experience-based tips from fellow ECS that can help manage various project activities, including: 1. Communication with supervisors and peers 2. Lab management 3. Field trips (e.g., oceanographic campaigns) 4. Internships and collaborations with other institutions 5. Literature/background research 6. Conference convening These are potential "life buoys" for ECS, which will help them to carry out these tasks efficiently and successfully.

  12. 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.

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

    National Research Council Canada - National Science Library

    Patton, Nanette; Shechet, Allan

    2007-01-01

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

  14. The three-dimensional matrix -- An evolution in project management

    Energy Technology Data Exchange (ETDEWEB)

    Glidewell, D.

    1996-09-01

    In the Functional Department Dimension, functional departments such as project management, design, and construction would be maintained to maximize consistency among project teams, evenly allocate training opportunities, and facilitate the crossfeeding of lessons learned and innovative ideas. Functional departments were also determined to be the surest way of complying uniformly with all project control systems required by the Department of Energy (Sandia`s primary external customer). The Technical Discipline dimension was maintained to enhance communication within the technical disciplines, such as electrical engineering, mechanical engineering, civil engineering, etc., and to evenly allocate technical training opportunities, reduce technical obsolescence, and enhance design standards. The third dimension, the Project Dimension, represents the next step in the project management evolution at Sandia, and together with Functional Department and Technical Discipline Dimensions constitutes the three-dimensional matrix. It is this Project Dimension that will be explored thoroughly in this paper, including a discussion of the specific roles and responsibilities of both management and the project team.

  15. 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

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

    African Journals Online (AJOL)

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

  17. Sustainability in Project Management: Reality Bites

    NARCIS (Netherlands)

    Gilbert Gilbert Silvius; Ron Schipper; Snezana Nedeski

    2012-01-01

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

  18. Nuclear power project management information system

    International Nuclear Information System (INIS)

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

    2001-01-01

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

  19. 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.

  20. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from February to June 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Communicating Effectively – Residential\t23, 24, 25 March (Full) Quality Management\t25, 26 March\t(6 places available) Introduction to Leadership\t1, 2, 3 April (2 places available) Personal Awareness & Impact\t5, 6, 7 May (full) 3, 4, 5 June (1 place available) Dealing with conflict / Gestion des conflits\t5 + 12 June (3 places available) (Session in English or in French) Managing Teams\t9, 10, 11 June (3 places available) Communication Curriculum Negotiating Effectively\t3, 4 March (Full) Communiquer efficacement dans votre équipe\t26, 27 mars (4 places disponibles) Gestion de temps\t27 avril + 27 mai + 23 juin (9 places disponibles) Communiquer efficacement\t27, 28 avril + 26, 27 mai (4 places disponibles) Service Orientation\t28, 29 April (6 places available) Communicating Effectively in your Team\t29, 30 April (7 places available) Nég...

  1. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2008-01-01

    Calendar of courses for October to December 2008 Please check our Web site to find out the number of places available which may vary. Management Curriculum Introduction to Leadership\t15, 16, 17 October (Full) Personal Awareness & Impact\t22, 23, 24 October (full) Core Development Package for Group Leaders (part 2)\t11, 12, 13 November (full) Risk Management\t13, 14 November (5 places available) Managing Teams\t18, 19, 20 November (2 places available) Communicating to Convince\t19, 20 November (5 places available) Core Development Package for new Supervisors and Section leaders (3 + 2 days) 25, 26, 27 November (part 1) + 3, 4 March 2009 (part 2) (full) Core Development Package pour nouveaux superviseurs et chefs de section (3 + 2 jours) 9, 10, 11 décembre (partie 1) + 21, 22 avril 2009 (partie 2) (full) Communication Curriculum Communicating Effectively\t21, 22 October + 27, 28 November (4 places available)\tCommuniquer efficacement\t23, 24 octobre + 2...

  2. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from February to June 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Personal Awareness & Impact\t5, 6, 7 May (2 places available) 3, 4, 5 June (full) Quality Management\t12, 13 May (6 places available) Dealing with conflict / Gestion des conflits (Session in English or in French)\t5 + 12 June (2 places available) Managing Teams\t9, 10, 11 June (2 places available) Personal Awareness & Impact – Follow-up\t30 June + 1 July (6 places available) Communicating to Convince\t22, 23 June (7 places available) Communication Curriculum Négociation efficace\t5, 6 mai (3 places disponibles) Gestion de temps\t27 mai + 23 juin + 7 juillet (3 places disponibles) Making presentations\t13, 14 May + 11 June (Full) Writing of Successful FP7 Proposals\t26 May (20 places available) Communicating Effectively\t8, 29 May + 22, 23 June (2 places available) If you are interested in attending any of the above course sessio...

  3. 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

  4. 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

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

    African Journals Online (AJOL)

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

  6. INTEGRATION OF PROGRESS STRATEGY IN PROJECT MANAGEMENT

    OpenAIRE

    Дмитрий Георгиевич БЕЗУГЛЫЙ

    2015-01-01

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

  7. Communication Scaffolds for Project Management in PBL

    Science.gov (United States)

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

    2017-01-01

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

  8. CORONA project -contribution to VVER nuclear education and training

    International Nuclear Information System (INIS)

    Ilieva, M.; Miteva, R.; Takov, T.

    2016-01-01

    CORONA Project is established to stimulate the transnational mobility and lifelong learning amongst VVER end users. The project aims to provide a special purpose structure for training of specialists and to maintain the nuclear expertise by gathering the existing and generating new knowledge in the VVER area. CORONA Project consists of two parts: CORONA I (2011-2014) ''Establishment of a regional center of competence for VVER technology and Nuclear Applications'', co-financed by the Framework Program 7 of the European Union (EU) and CORONA II (2015-2018) ''Enhancement of training capabilities in VVER technology through establishment of VVER training academy'', co-financed by HORIZON 2020, EURATOM 2014-2015. The selected form of the CORONA Academy, together with the online availability of the training opportunities will allow trainees from different locations to access the needed knowledge on demand. The project will target also new-comers in VVER community like Vietnam, Turkey, Belarus, etc. (authors)

  9. 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…

  10. Project Management in the Finnish Music Industry

    OpenAIRE

    Hypén, Joel

    2009-01-01

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

  11. The Fast Forward MBA in Project Management

    CERN Document Server

    Verzuh, Eric

    2011-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Owens, C. M.

    2013-09-01

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

  13. Making Things Happen Mastering Project Management

    CERN Document Server

    Berkun, Scott

    2008-01-01

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

  14. Using electronic document management systems to manage highway project files.

    Science.gov (United States)

    2011-12-12

    "WisDOTs Bureau of Technical Services is interested in learning about the practices of other state departments of : transportation in developing and implementing an electronic document management system to manage highway : project files"

  15. Hospitality Occupational Skills Training Cooperative. Project HOST Final Report.

    Science.gov (United States)

    Northwest Educational Cooperative, Des Plaines, IL.

    Project HOST (Hospitality Occupational Skills Training) provided vocational training and employment opportunities in the hotel industry to disadvantaged adult minority populations in Chicago. It demonstrated a model for successful cooperation between the business sector and a public vocational education agency and developed and piloted a…

  16. 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.

  17. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from February to June 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Communicating Effectively – Residential\t23, 24, 25 March (Full) Introduction to Leadership\t1, 2, 3 April (1 place available) Personal Awareness & Impact\t5, 6, 7 May (full) 3, 4, 5 June (1 place available) Dealing with conflict / Gestion des conflits (Session in English or in French)\t5 + 12 June (3 places available) Managing Teams\t9, 10, 11 June (3 places available) Communication Curriculum Communiquer efficacement dans votre équipe\t26, 27 mars\t(4 places disponibles) Gestion de temps\t27 avril + 27 mai + 23 juin (8 places disponibles) Communiquer efficacement\t27, 28 avril + 26, 27 mai (3 places disponibles) Service Orientation\t28, 29 April (6 places available) Communicating Effectively in your Team\t29, 30 April (7 places available) Négociation efficace\t5, 6 mai (6 places disponibles) Animer ou par...

  18. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from February to June 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Communicating Effectively – Residential\t23, 24, 25 March (Full) Introduction to Leadership\t1, 2, 3 April (1 place available) Personal Awareness & Impact\t5, 6, 7 May (full) 3, 4, 5 June (full) Dealing with conflict / Gestion des conflits (Session in English or in French)\t5 + 12 June (2 places available) Managing Teams\t9, 10, 11 June (3 places available) Communication Curriculum Communiquer efficacement dans votre équipe\t26, 27 mars\t(5 places disponibles) Gestion de temps\t27 avril + 27 mai + 23 juin (7 places disponibles) Communiquer efficacement\t27, 28 avril + 26, 27 mai (3 places disponibles) Service Orientation\t28, 29 April (5 places available) Communicating Effectively in your Team\t29, 30 April (7 places available) Négociation efficace\t5, 6 mai (6 places disponibles) Animer ou participer à une réunion de travail/Chairing ...

  19. CERN Management & Communication Training programme

    CERN Multimedia

    HR Department

    2009-01-01

    Timetable of courses from February to June 2009 Please check our Web site to find out the number of places available, which may vary. Management Curriculum Communicating Effectively – Residential\t23, 24, 25 March (Full) Introduction to Leadership\t1, 2, 3 April (1 place available) Personal Awareness & Impact\t5, 6, 7 May (full) 3, 4, 5 June (full) Dealing with conflict / Gestion des conflits (Session in English or in French)\t5 + 12 June (2 places available) Managing Teams\t9, 10, 11 June (3 places available) Communication Curriculum Communiquer efficacement dans votre équipe\t26, 27 mars\t(5 places disponibles) Gestion de temps\t27 avril + 27 mai + 23 juin (7 places disponibles) Communiquer efficacement\t27, 28 avril + 26, 27 mai (3 places disponibles) Service Orientation\t28, 29 April (5 places available) Communicating Effectively in your Team\t29, 30 April (7 places available) Négociation efficace\t5, 6 mai (6 places disponibles) Animer ou participer à un...

  20. Project management in interior design services

    OpenAIRE

    Şahinoglu, Alp

    1997-01-01

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

  1. 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...

  2. 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)

  3. Business Intelligence Support For Project Management

    OpenAIRE

    Muntean, Mihaela; Cabau, Liviu Gabiel

    2013-01-01

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

  4. The science of laboratory and project management in regulated bioanalysis.

    Science.gov (United States)

    Unger, Steve; Lloyd, Thomas; Tan, Melvin; Hou, Jingguo; Wells, Edward

    2014-05-01

    Pharmaceutical drug development is a complex and lengthy process, requiring excellent project and laboratory management skills. Bioanalysis anchors drug safety and efficacy with systemic and site of action exposures. Development of scientific talent and a willingness to innovate or adopt new technology is essential. Taking unnecessary risks, however, should be avoided. Scientists must strategically assess all risks and find means to minimize or negate them. Laboratory Managers must keep abreast of ever-changing technology. Investments in instrumentation and laboratory design are critical catalysts to efficiency and safety. Matrix management requires regular communication between Project Managers and Laboratory Managers. When properly executed, it aligns the best resources at the right times for a successful outcome. Attention to detail is a critical aspect that separates excellent laboratories. Each assay is unique and requires attention in its development, validation and execution. Methods, training and facilities are the foundation of a bioanalytical laboratory.

  5. Nevada Renewable Energy Training Project: Geothermal Power Plant Operators

    Energy Technology Data Exchange (ETDEWEB)

    Jim, Nichols [Truckee Meadows Community College, Reno, NV (United States)

    2014-04-29

    The purpose of this project was to develop and institute a training program for certified geothermal power plant operators (GPO). An advisory board consisting of subject matter experts from the geothermal energy industry and academia identified the critical skill sets required for this profession. A 34-credit Certificate of Achievement (COA), Geothermal Power Plant Operator, was developed using eight existing courses and developing five new courses. Approval from the Nevada System of Higher Education Board of Regents was obtained. A 2,400 sq. ft. geothermal/fluid mechanics laboratory and a 3,000 sq. ft. outdoor demonstration laboratory were constructed for hands-on training. Students also participated in field trips to geothermal power plants in the region. The majority of students were able to complete the program in 2-3 semesters, depending on their level of math proficiency. Additionally the COA allowed students to continue to an Associate of Applied Science (AAS), Energy Technologies with an emphasis in Geothermal Energy (26 additional credits), if they desired. The COA and AAS are stackable degrees, which provide students with an ongoing career pathway. Articulation agreements with other NSHE institutions provide students with additional opportunities to pursue a Bachelor of Applied Science in Management or Instrumentation. Job placement for COA graduates has been excellent.

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

    OpenAIRE

    Nadia Carmen ENE

    2005-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Богдан Владимирович ГАЙДАБРУС

    2015-05-01

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

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

    OpenAIRE

    Богдан Владимирович ГАЙДАБРУС; Евгений Анатольевич ДРУЖИНИН

    2015-01-01

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

  9. Framework for managing uncertainty in property projects

    NARCIS (Netherlands)

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

    2008-01-01

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

  10. Hazardous materials management and compliance training

    International Nuclear Information System (INIS)

    Dalton, T.F.

    1991-01-01

    OSHA training for hazardous waste site workers is required by the Superfund Amendments and Reauthorization Act of 1986 (SARA). In December 1986, a series of regulations was promulgated by OSHA on an interim basis calling for the training of workers engaged in hazardous waste operations. Subsequent to these interim regulations, final rules were promulgated and these final rules on hazardous waste operations and emergency response became effective on March 6, 1990. OSHA has conducted hearings on the accreditation of training programs. OSHA would like to follow the accreditation process under the AHERA regulations for asbestos, in which the model plan for accreditation of asbestos abatement training was included in Section 206 of Title 11 of the Toxic Substance Control Act (TSCA). OSHA proposed on January 26, 1990, to perform the accreditation of training programs for hazardous waste operations and that proposal suggested that they follow the model plan similar to the one used for AHERA. They did not propose to accredited training programs for workers engaged in emergency response. These new regulations pose a significant problem to the various contractors and emergency responders who deal with hazardous materials spill response, cleanup and site remediation since these programs have expanded so quickly that many people are not familiar with what particular segment of the training they are required to have and whether or not programs that have yet to be accredited are satisfactory for this type of training. Title III of SARA stipulates a training program for first responders which includes local emergency response organizations such as firemen and policemen. The purpose of this paper is to discuss the needs of workers at hazardous waste site remediation projects and workers who are dealing with hazardous substances, spill response and cleanup

  11. 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

  12. 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)

  13. 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.

  14. Common Vocational Training Project for the Handicapped (CVTPH).

    Science.gov (United States)

    Amritmahal, Ananda; Mehta, J. M.

    1987-01-01

    A project of the Poona (India) District Leprosy Committee offers training in the industrial sector to leprosy patients, orthopedically handicapped individuals, and socioeconomically disadvantaged individuals, under a common roof. The project aims to combat the leprosy stigma and to aid rehabilitation by making the trainees economically…

  15. Project management of radwaste retrofits

    International Nuclear Information System (INIS)

    Vaught, D.L.

    1988-01-01

    Many utilities are finding it necessary to provide additional radioactive waste processing facilities at operating or nearly completed nuclear stations in order to accommodate the ever-changing regulatory, political and socio-economic environment in which we operate. This paper describes the project approach taken at Duke Power Company to provide a comprehensive radioactive waste processing facility at Oconee Nuclear Station. Following a historical perspective, the philosophy and mechanics of the project team are discussed. The goal of the project team was to provide a facility which could meet the liquid and solid radioactive waste processing needs of Oconee within the restraints of a utility budget and schedule. The unique quality of the project team approach was the integral involvement of all of the necessary departments in every part of the design, construction and start-up phases. The project team thereby utilized feedback from over thirty reactor years of operational experience. The remainder of the paper provides examples of the problems encountered and their resolution (eg. equipment layout, materials handling, vendor improvements and regulatory changes all required design-in-progress changes). It has been the integration and concentration of the diverse resources of a large utility into a cross-departmental team which has allowed the timely resolution of the necessary changes. This same philosophy is being applied to the facility start-up program and to other major projects at Duke Power Company

  16. PROJECT HEAVEN: Preoperative Training in Virtual Reality.

    Science.gov (United States)

    Iamsakul, Kiratipath; Pavlovcik, Alexander V; Calderon, Jesus I; Sanderson, Lance M

    2017-01-01

    A cephalosomatic anastomosis (CSA; also called HEAVEN: head anastomosis venture) has been proposed as an option for patients with neurological impairments, such as spinal cord injury (SCI), and terminal medical illnesses, for which medicine is currently powerless. Protocols to prepare a patient for life after CSA do not currently exist. However, methods used in conventional neurorehabilitation can be used as a reference for developing preparatory training. Studies on virtual reality (VR) technologies have documented VR's ability to enhance rehabilitation and improve the quality of recovery in patients with neurological disabilities. VR-augmented rehabilitation resulted in increased motivation towards performing functional training and improved the biopsychosocial state of patients. In addition, VR experiences coupled with haptic feedback promote neuroplasticity, resulting in the recovery of motor functions in neurologically-impaired individuals. To prepare the recipient psychologically for life after CSA, the development of VR experiences paired with haptic feedback is proposed. This proposal aims to innovate techniques in conventional neurorehabilitation to implement preoperative psychological training for the recipient of HEAVEN. Recipient's familiarity to body movements will prevent unexpected psychological reactions from occurring after the HEAVEN procedure.

  17. Automated transportation management system (ATMS) software project management plan (SPMP)

    Energy Technology Data Exchange (ETDEWEB)

    Weidert, R.S., Westinghouse Hanford

    1996-05-20

    The Automated Transportation Management System (ATMS) Software Project Management plan (SPMP) is the lead planning document governing the life cycle of the ATMS and its integration into the Transportation Information Network (TIN). This SPMP defines the project tasks, deliverables, and high level schedules involved in developing the client/server ATMS software.

  18. Education and Training Module in Alertness Management

    Science.gov (United States)

    Mallis, M. M.; Brandt, S. L.; Oyung, R. L.; Reduta, D. D.; Rosekind, M. R.

    2006-01-01

    The education and training module (ETM) in alertness management has now been integrated as part of the training regimen of the Pilot Proficiency Awards Program ("WINGS") of the Federal Aviation Administration. Originated and now maintained current by the Fatigue Countermeasures Group at NASA Ames Research Center, the ETM in Alertness Management is designed to give pilots the benefit of the best and most recent research on the basics of sleep physiology, the causes of fatigue, and strategies for managing alertness during flight operations. The WINGS program is an incentive program that encourages pilots at all licensing levels to participate in recurrent training, upon completion of which distinctive lapel or tie pins (wings) and certificates of completion are awarded. In addition to flight training, all WINGS applicants must attend at least one FAA-sponsored safety seminar, FAA-sanctioned safety seminar, or industry recurrent training program. The Fatigue Countermeasures Group provides an FAA-approved industry recurrent training program through an on-line General Aviation (GA) WINGS ETM in alertness management to satisfy this requirement. Since 1993, the Fatigue Countermeasures Group has translated fatigue and alertness information to operational environments by conducting two-day ETM workshops oriented primarily toward air-carrier operations subject to Part 121 of the Federal Aviation Regulations pertaining to such operations. On the basis of the information presented in the two-day ETM workshops, an ETM was created for GA pilots and was transferred to a Web-based version. To comply with the requirements of the WINGS Program, the original Web-based version has been modified to include hypertext markup language (HTML) content that makes information easily accessible, in-depth testing of alertness-management knowledge, new interactive features, and increased informational resources for GA pilots. Upon successful completion of this training module, a participant

  19. Freihoelser Forst Local Training Area Demonstration Project: Prescription development and installation

    International Nuclear Information System (INIS)

    Hinchman, R.R.; Zellmer, S.D.; Brent, J.J.

    1989-04-01

    The Freiholser Forst Local Training Area (LTA) Rehabilitation Demonstration Project is part of the Integrated Training Area Management program being developed by the US Army Corps of Engineers' Construction Engineering Research Laboratory for the Seventh Army Training Command of the US Army in Europe. The rehabilitation demonstration project was begun in 1987 to develop and demonstrate rapid, cost-effective methods to stabilize the LTA's barren, eroding maneuver areas and make training conditions more realistic. The sandy, infertile, and acidic soils at the LTA are considered the major factor limiting rehabilitation efforts there. The project involves the evaluation of three procedures to revegetate the soils, each incorporating identical methods for preparing the seedbed and a single seed mixture consisting of adapted, native species but using different soil amendments. All three treatments have satisfactorily reestablished vegetation and controlled erosion on the demonstration plots at the LTA, but their costs have varied widely

  20. Bottomland Hardwood Ecosystem Management Project

    Science.gov (United States)

    John A. Stanturf; Calvin E. Meier

    1994-01-01

    Federal agency approaches to land management are undergoing a shift from parcel-specific concerns toward a more holistic, ecosystem management approach. Southern bottomland hardwood ecosystems provide important environmental services and commodity goods (Wharton et al. 1982), yet much of our knowledge of these systems comes from anecdotal information. The Bottomland...

  1. Proposed purchasing, employment and training policies for northern projects

    International Nuclear Information System (INIS)

    1991-09-01

    Manitoba Hydro is about to embark on a major construction project in the northern part of the province. Important considerations involved in this project include purchasing the necessary materials, products, and services, and employing a suitable work force. An outline is presented of draft policies being considered by Manitoba Hydro to enhance northern-aboriginal and northern participation in its future development projects in northern Manitoba. The policies are presented in four sections: purchasing for northern construction and operation activities; training and employment for construction of a generation station and expansion of a converter station; training and employment for construction of a major north-south transmission line; and training and employment for northern operations and maintenance work at existing facilities. Aspects of these policies include giving preference in purchasing to northern and aboriginal businesses, training initiatives and employee counselling for aboriginal employees, and hiring preferences directed toward northern aboriginals and northern residents

  2. QUALITY OF VOCATIONAL TRAINING THROUGH PRODUCT LIFECYCLE MANAGEMENT INSTRUMENTS

    Directory of Open Access Journals (Sweden)

    Carmen\tCHAŞOVSCHI

    2015-12-01

    Full Text Available It appears that, during the process of continuous training, there is a growing need from VET providers of a reliable and easy to use tool ensuring the quality of the services provided. Product life cycle active management, including the use of suitable PLM software, is or may be a tool for monitoring and controlling product portfolio of an educational institution. It can be recommended not only for reasons of quality assurance, but also to facilitate the development of products for greater transparency in strategic business areas, and not least, to maintain competitiveness of VET providers. The Q-PLM project analysed the core of the product life cycle management in other sectors, identified the relevant variables that have an impact on the life cycle of VET provision and, on this basis, developed the beta version of a IT tool (software for product life cycle management addressed to VET providers, and a user manual for product life cycle management. The Q-PLM software makes possible the identification of the training products lifecycle, the life cycle stages, the key success factors and indicators for the training products lifecycle, separately for each training program and for each college.

  3. Identity and the Management Project

    DEFF Research Database (Denmark)

    Jørgensen, Kenneth Mølbjerg; Dehlin, Erlend

    The paper discusses the concept of identity in relation to management. We take our starting point in Wittgenstein’s concept language games. We argue that identity is a question of using linguistic tools to construct reality. Two elements of the language game metaphor are central here: rules...... and family resemblance. As such, managing identity in organizations is closely linked to rules and family resemblance. Organizations manage identity through the definition of norms and values for right or wrong, appropriate or inappropriate, to name but a few. Norms and values are important as reference...... points for constructing identities. Managing identity has become more important because the rules-of-the-game have become more unstable. Managing identity is important if the bonds between individuals and organizations are to be sustained. But this task is contradictory and paradoxical of its very nature...

  4. Management of projects for energy efficiency

    Directory of Open Access Journals (Sweden)

    Vuković Miodrag M.

    2014-01-01

    Full Text Available In an effort to lower operating costs and improve competitiveness, many organizations today are preparing projects in the field of energy saving. On the other hand, companies that provide energy services and implement these projects, need to build competences in this area to well manage the projects which are subject to energy savings and by this to justify the confidence of investors. This paper presents research that shows the most important factors for the development of local capacity in project management in the field of energy efficiency.

  5. Strategic management of HLW repository projects

    International Nuclear Information System (INIS)

    Bartlett, J.W.

    1984-01-01

    This paper suggests an approach to strategic management of HLW repository projects based on the premise that a primary objective of project activities is resolution of issues. The approach would be implemented by establishing an issues management function with responsibility to define the issues agenda, develop and apply the tools for assessing progress toward issue resolution, and develop the issue resolution criteria. A principal merit of the approach is that it provides a defensible rationale for project plans and activities. It also helps avoid unnecessary costs and schedule delays, and it helps assure coordination between project functions that share responsibilities for issue resolution

  6. 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.'

  7. Forecast Inaccuracies in Power Plant Projects From Project Managers' Perspectives

    Science.gov (United States)

    Sanabria, Orlando

    Guided by organizational theory, this phenomenological study explored the factors affecting forecast preparation and inaccuracies during the construction of fossil fuel-fired power plants in the United States. Forecast inaccuracies can create financial stress and uncertain profits during the project construction phase. A combination of purposeful and snowball sampling supported the selection of participants. Twenty project managers with over 15 years of experience in power generation and project experience across the United States were interviewed within a 2-month period. From the inductive codification and descriptive analysis, 5 themes emerged: (a) project monitoring, (b) cost control, (c) management review frequency, (d) factors to achieve a precise forecast, and (e) factors causing forecast inaccuracies. The findings of the study showed the factors necessary to achieve a precise forecast includes a detailed project schedule, accurate labor cost estimates, monthly project reviews and risk assessment, and proper utilization of accounting systems to monitor costs. The primary factors reported as causing forecast inaccuracies were cost overruns by subcontractors, scope gaps, labor cost and availability of labor, and equipment and material cost. Results of this study could improve planning accuracy and the effective use of resources during construction of power plants. The study results could contribute to social change by providing a framework to project managers to lessen forecast inaccuracies, and promote construction of power plants that will generate employment opportunities and economic development.

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

    International Nuclear Information System (INIS)

    Voth, C.B.

    1996-01-01

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

  9. International Deaf Education Teacher-Training Projects.

    Science.gov (United States)

    Moulton, Robert; Chinn, Kathleen

    2002-01-01

    This article discusses the need and challenges of developing nations regarding audiological and educational services for children who are deaf or hard-of-hearing. Stellar international programs are described. Availability and use of current computer technology is discussed and suggestions are made for international projects in audiology and deaf…

  10. 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.

  11. 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)

  12. 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.

  13. Belene NPP project configuration management

    International Nuclear Information System (INIS)

    Matveev, A.

    2009-01-01

    The configuration management includes: change identification; change assessment; change coordination; change approval or rejection; Change introduction. One of the main tasks while implementing the above processes is the analysis of the effect of one change upon all the related elements

  14. Strategically oriented management and controlling of resource intensive projects

    International Nuclear Information System (INIS)

    Kemmeter, Sascha

    2015-01-01

    The book on strategically oriented management and controlling of resource intensive projects covers the following issues: frame of project management and project controlling, classification of the decommissioning of nuclear facilities as resource intensive projects, research design for case studies, results of the study of project management specific characteristics of decommissioning, reference model for the project management of nuclear facility decommissioning.

  15. 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…

  16. Project safety studies - nuclear waste management (PSE)

    International Nuclear Information System (INIS)

    1981-10-01

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

  17. Risk management integration into complex project organizations

    Science.gov (United States)

    Fisher, K.; Greanias, G.; Rose, J.; Dumas, R.

    2002-01-01

    This paper describes the approach used in designing and adapting the SIRTF prototype, discusses some of the lessons learned in developing the SIRTF prototype, and explains the adaptability of the risk management database to varying levels project complexity.

  18. A proposed model for construction project management ...

    African Journals Online (AJOL)

    Log in or Register to get access to full text downloads. ... (decision-making, problem-solving, listening, verbal competency, motivation, persuasion, ... Keywords: Communication skills and leadership model, construction project management, ...

  19. 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.

  20. 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...

  1. Information Technology in Engineering and Project Management

    Directory of Open Access Journals (Sweden)

    Chien-Ho Ko

    2017-01-01

    Full Text Available Information Technology (IT can be regarded as the use of computers to store, analyze, and manipulate data (Daintith, 2009. With the rapid development of personal computers, IT has been widely applied in nearly every field (Davenport, 2013. This issue presents five papers covering engineering and project management, three of which focus on the application of IT to solve engineering and project management issues, while one presents research into public private partnerships, and another into cash flow forecasting.

  2. Cultural differences in Research project management

    Science.gov (United States)

    Barbier, Michele

    2016-04-01

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

  3. 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

  4. Assessment of the Professional Training Course under Watershed Project at Fatehjang Field Station, Punjab, Pakistan

    International Nuclear Information System (INIS)

    Khan, M. N.; Hassan, T.; Shah, H.; Abid, S.; Raza, I.; Abbasi, S. S.

    2015-01-01

    Watershed Project organizing different professional trainings to create awareness about water saving technologies as solar powered irrigation system, drip irrigation, sprinkler irrigation, micro catchment, rooftop rainwater harvesting and irrigation scheduling. Therefore, the project activities also include the training of the professionals from the line departments for the demonstrated technologies to foster the process of adoption. For this purpose Climate and Alternate Energy Water Resources Institute, NARC, organized a professional training on Water Rehabilitation and Irrigation Technology Improvements in April, 2014 in collaboration with ICARDA and USDA. Twenty seven professionals from different organizations and departments namely; Al-Mustafa Development Network (ADN), Taleem Foundation, Islamic International University (IIUI) Islamabad, National Agricultural Research Centre (NARC), National Centre for Rural Development (NCRD), National Rural Support Programme (NRSP), On-Farm Water Management (OFWM), Water Management (WM), Potohar Organization for Development Advocacy (PODA), Quaid-i-Azam University (QAU) and Environmental Sciences actively participated in the professional training. The post-training assessment showed that it had positive impact on the awareness of professionals. Majority of the participants were strongly and merely agreed upon the training practicality, technologies adoption probability and its advantages at farmer's field. Overall, most of the training participants were satisfied with the knowledge sharing presentations about the specific technologies discussed during the training. (author)

  5. Estimation of efficiency project management

    Directory of Open Access Journals (Sweden)

    Novotorov Vladimir Yurevich

    2011-03-01

    Full Text Available In modern conditions, the effectiveness of the enterprises all in a greater degree depends on methods of management and business dealing forms. The organizations should choose the most effective for themselves strategy of management taking into account the existing legislation, concrete conditions of activity, financial and economic, investment potential and development strategy. Introduction of common system of planning and realization of strategy of the organization, it will allow to provide even development and long-term social and economic growth of the companies.

  6. 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.

  7. Which Type of Project Manager are You?

    DEFF Research Database (Denmark)

    2017-01-01

    Which type of project manager best describes you — are you a prophet, gambler, expert or executor? Take this twelve-question quiz to find out right now. There are no wrong answers, but the result may surprise you — and understanding your personal strength can help guide your career and project...

  8. Electronic Resources Management Project Presentation 2012

    KAUST Repository

    Ramli, Rindra M.

    2012-11-05

    This presentation describes the electronic resources management project undertaken by the KAUST library. The objectives of this project is to migrate information from MS Sharepoint to Millennium ERM module. One of the advantages of this migration is to consolidate all electronic resources into a single and centralized location. This would allow for better information sharing among library staff.

  9. Waste management project technical baseline description

    International Nuclear Information System (INIS)

    Sederburg, J.P.

    1997-01-01

    A systems engineering approach has been taken to describe the technical baseline under which the Waste Management Project is currently operating. The document contains a mission analysis, function analysis, requirement analysis, interface definitions, alternative analysis, system definition, documentation requirements, implementation definitions, and discussion of uncertainties facing the Project

  10. Graduate Student Project: Employer Operations Management Analysis

    Science.gov (United States)

    Fish, Lynn A.

    2008-01-01

    Part-time graduate students at an Association to Advance Collegiate Schools of Business-accredited college complete a unique project by applying operations management concepts to their current employer. More than 92% of 368 graduates indicated that this experiential project was a positive learning experience, and results show a positive impact on…

  11. The impact of sustainability on project management

    NARCIS (Netherlands)

    Adri Köhler; Gilbert Gilbert Silvius; Jasper van den Brink

    2011-01-01

    Chapter 11 in The Project as a Social System: Asia-Pacific Perspectives on Project Management. Sustainability is one of the most important challenges of our time. How can we develop prosperity without compromising the life of future generations? Companies are integrating ideas of sustainability in

  12. The impact of sustainability on project management

    NARCIS (Netherlands)

    Adri Köhler; Jasper van den Brink; Gilbert Gilbert Silvius

    2012-01-01

    Full text via link Chapter 11 in The Project as a Social System: Asia-Pacific Perspectives on Project Management Sustainability is one of the most important challenges of our time. How can we develop prosperity without compromising the life of future generations? Companies are integrating ideas of

  13. Decommissioning project management unit started its activities

    International Nuclear Information System (INIS)

    Medeliene, D.

    2002-01-01

    The Decommissioning Project Management Unit team comprises western experts as well as experts from INPP Decommissioning Service who all work as a single team. The DPMU will develop the Final Decommissioning Plan and a more detailed Decommissioning Project, which will describe how the plant will be removed from service and safely decommissioned

  14. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    2005-01-01

    The IAEA assists the management of organizations responsible for Nuclear Power Plant Projects with significant delays with respect to the originally scheduled commercial operation. Several Member States have Nuclear Power Plant Projects with delays of five or more years with respect to the originally scheduled commercial operation. The degree of conformance with original construction schedules shows large variations due to several issues, including financial, economic and public opinion factors. Solving the special difficulties related with a delayed NPP project is problematic and dependent on the particular country situation. However it is not regarded as an isolated national problem but as a significant issue with a number of difficulties shared by several Member States. The IAEA collects information and supports the management of delayed NPP projects by identifying main common issues, gathering available experience and addressing specific needs. On this background the IAEA is in the position to provide unique impartial assistance based upon best international practices. This enables Member States to maintain readiness for resuming the project construction when the conditions permit and to strengthen management's abilities for the completion of the project. The IAEA's service is tailored to the needs and requirements of the requesting organization, implemented on-site by international experts and addresses areas such as project control measures, human resources, updating to technological and regulatory requirements, project data, nuclear safety review, physical protection and nuclear security and preparation to resume project construction and operation

  15. IPMA STANDARD ELEMENTS AND FEEDBACK IN PROJECT MANAGEMENT TEACHING

    Directory of Open Access Journals (Sweden)

    BARTOŠKA, Jan

    2011-09-01

    Full Text Available The paper proposes the concept of project management teaching including the International Project Management Association (IPMA standard. The concept of teaching is theoretical and derives from the notion of competence, which the IPMA standard is based on. The paper presents a brief description of the IPMA standard and endeavours to define the notion of competence. The competence is worked with in respect to hierarchical recognition. The proposed teaching concept works with the concepts of information, knowledge and skills. The teaching proposal stems from the structure and contents of the IPMA standard elements. Furthermore, the paper elaborates the issue of embedding the elements of the IPMA standard competences into training courses. In the article, the eye of the IPMA competences is further enhanced with possible training courses and specialist areas in which the standard elements can thematically be included. The paper states that the competence elements and training courses cross one another and overlap in a manifold way. The authors also propose a way which could verify into what extent the students have actually acquired taught IPMA competence elements. The paper contains the proposal of feedback quantification for the IPMA standard and project management teaching. The results of the paper can be used as a starting premise for future research. Both the verification proposal and the embedding of the elements into teaching are derived from on-going academic experience of the authors of the article.

  16. Automation impact study of Army Training Management

    Energy Technology Data Exchange (ETDEWEB)

    Sanquist, T.F.; Schuller, C.R.; McCallum, M.C.; Underwood, J.A.; Bettin, P.J.; King, J.L.; Melber, B.D.; Hostick, C.J.; Seaver, D.A.

    1988-01-01

    The main objectives of this impact study were to identify the potential cost savings associated with automated Army Training Management (TM), and to perform a cost-benefit analysis for an Army-wide automated TM system. A subsidiary goal was to establish baseline data for an independent evaluation of a prototype Integrated Training Management System (ITMS), to be tested in the fall of 1988. A structured analysis of TM doctrine was performed for comparison with empirical data gathered in a job analysis survey of selected units of the 9ID (MTZ) at Ft. Lewis, Washington. These observations will be extended to other units in subsequent surveys. The survey data concerning staffing levels and amount of labor expended on eight distinct TM tasks were analyzed in a cost effectiveness model. The main results of the surveys and cost effectiveness modelling are summarized. 18 figs., 47 tabs.

  17. Automation impact study of Army Training Management

    International Nuclear Information System (INIS)

    Sanquist, T.F.; Schuller, C.R.; McCallum, M.C.; Underwood, J.A.; Bettin, P.J.; King, J.L.; Melber, B.D.; Hostick, C.J.; Seaver, D.A.

    1988-01-01

    The main objectives of this impact study were to identify the potential cost savings associated with automated Army Training Management (TM), and to perform a cost-benefit analysis for an Army-wide automated TM system. A subsidiary goal was to establish baseline data for an independent evaluation of a prototype Integrated Training Management System (ITMS), to be tested in the fall of 1988. A structured analysis of TM doctrine was performed for comparison with empirical data gathered in a job analysis survey of selected units of the 9ID (MTZ) at Ft. Lewis, Washington. These observations will be extended to other units in subsequent surveys. The survey data concerning staffing levels and amount of labor expended on eight distinct TM tasks were analyzed in a cost effectiveness model. The main results of the surveys and cost effectiveness modelling are summarized. 18 figs., 47 tabs

  18. Assessment of learning components of management training course ...

    African Journals Online (AJOL)

    Assessment of learning components of any training course provides a benchmark through which training institutions or organizers could assess the effectiveness of the training. The study assessed learning components of agricultural research management training course organized for senior research managers in Nigeria.

  19. Transportation research synthesis : state DOT experiences with Primavera P6 project management software.

    Science.gov (United States)

    2010-03-01

    The eight agencies we interviewed all reported general satisfaction with Primavera P6 as a project management tool within their organizations, although they noted that a significant commitment to training is required. Most states have not implemented...

  20. Simulation game provides financial management training.

    Science.gov (United States)

    Uhles, Neville; Weimer-Elder, Barbette; Lee, James G

    2008-01-01

    Adventist HealthCare developed a workshop with a reality simulation game as an engaging means to teach nonfinancial managers about the relationships between cash flow, income statements, and balance sheets. Thirty AHC staff, about half financial and half nonfinancial, were trained as workshop facilitators, and all managers with budget oversight were asked to complete the workshop. The workshop was very positively received; participants' average scores on workshop questionnaires increased from 77.4 percent correct on a presession questionnaire to 91.3 percent correct on a postsession questionnaire.

  1. 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

  2. The Human Element of Project Management

    Science.gov (United States)

    Gillard, Sharlett

    2017-01-01

    Much research and dialogue have been published about project management. Studies have been conducted regarding the impact of size, member location, gender composition, cross-functional structure, stakeholder influence, confidence issues, technology usage, management style, generational differences, technical expertise vs. people skills, and a…

  3. Project-based organizing and strategic management

    DEFF Research Database (Denmark)

    very different industries such as management consulting, engineering or entertainment. Contributors analyze PBOs as firms, units or networks of firms set up to complete a specific assignment, as well as address the evolution from traditional operations-driven project management, to the strategic role...

  4. 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

  5. COORDINATES OF A RISK MANAGEMENT PROJECT

    OpenAIRE

    ALEXANDRU OLTEANU; MĂDĂLINA ANTOANETA RĂDOI

    2013-01-01

    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 movi...

  6. When Serious Project Management is a Critical Business Requirement

    Science.gov (United States)

    Jansma, P. A.; Gibby, L.; Chambers, C.; Joines, J.; Egger, R.

    2000-01-01

    When serious project management is a critical business requirement, project managers need to integrate cost, schedule and technical scope of work across the project, and apply earned value management (EVM).

  7. 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...

  8. 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)

  9. 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...

  10. Next Generation Nuclear Plant Project Preliminary Project Management Plan

    International Nuclear Information System (INIS)

    Dennis J. Harrell

    2006-01-01

    This draft preliminary project management plan presents the conceptual framework for the Next Generation Nuclear Plant (NGNP) Project, consistent with the authorization in the Energy Policy Act of 2005. In developing this plan, the Idaho National Laboratory has considered three fundamental project planning options that are summarized in the following section. Each of these planning options is literally compliant with the Energy Policy Act of 2005, but each emphasizes different approaches to technology development risks, design, licensing and construction risks, and to the extent of commercialization support provided to the industry. The primary focus of this draft preliminary project management plan is to identify those activities important to Critical Decision-1, at which point a decision on proceeding with the NGNP Project can be made. The conceptual project framework described herein is necessary to establish the scope and priorities for the technology development activities. The framework includes: A reference NGNP prototype concept based on what is judged to be the lowest risk technology development that would achieve the needed commercial functional requirements to provide an economically competitive nuclear heat source and hydrogen production capability. A high-level schedule logic for design, construction, licensing, and acceptance testing. This schedule logic also includes an operational shakedown period that provides proof-of-principle to establish the basis for commercialization decisions by end-users. An assessment of current technology development plans to support Critical Decision-1 and overall project progress. The most important technical and programmatic uncertainties (risks) are evaluated, and potential mitigation strategies are identified so that the technology development plans may be modified as required to support ongoing project development. A rough-order-of-magnitude cost evaluation that provides an initial basis for budget planning. This

  11. 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.

  12. 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...

  13. Managing uncertainty for sustainability of complex projects

    DEFF Research Database (Denmark)

    Brink, Tove

    2017-01-01

    Purpose – The purpose of this paper is to reveal how management of uncertainty can enable sustainability of complex projects. Design/methodology/approach – The research was conducted from June 2014 to May 2015 using a qualitative deductive approach among operation and maintenance actors in offshore...... wind farms. The research contains a focus group interview with 11 companies, 20 individual interviews and a seminar presenting preliminary findings with 60 participants. Findings – The findings reveal the need for management of uncertainty through two different paths. First, project management needs...... to join efforts. Research limitations/implications – Further research is needed to reveal the generalisability of the findings in other complex project contexts containing “unknown unknowns”. Practical implications – The research leads to the development of a tool for uncertainty management...

  14. Management of delayed nuclear power plant projects

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1999-09-01

    According to the available information at the IAEA PRIS (Power Reactor Information System) at the end of 1998 there were more than 40 nuclear power plant projects with delays of five or more years with respect to the originally scheduled commercial operation. The degree of conformance with original construction schedules showed large variations due to several issues, including financial, economic and public opinion factors. Taking into account the number of projects with several years delay in their original schedules, it was considered useful to identify the subject areas where exchange of experience among Member States would be mutually beneficial in identification of problems and development of guidance for successful management of the completion of these delayed projects. A joint programme of the IAEA Departments of Nuclear Energy (Nuclear Power Engineering Section) and Technical Co-operation (Europe Section, with additional support from the Latin America and West Asia Sections) was set up during the period 1997-1998. The specific aim of the programme was to provide assistance in the management of delayed nuclear power plants regarding measures to maintain readiness for resuming the project implementation schedule when the conditions permit. The integration of IAEA interdepartmental resources enabled the participation of 53 experts from 14 Member States resulting in a wider exchange of experience and dissemination of guidance. Under the framework of the joint programme, senior managers directly responsible for delayed nuclear power plant projects identified several issues or problem areas that needed to be addressed and guidance on management be provided. A work plan for the development of several working documents, addressing the different issues, was established. Subsequently these documents were merged into a single one to produce the present publication. This publication provides information and practical examples on necessary management actions to preserve

  15. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    1999-09-01

    According to the available information at the IAEA PRIS (Power Reactor Information System) at the end of 1998 there were more than 40 nuclear power plant projects with delays of five or more years with respect to the originally scheduled commercial operation. The degree of conformance with original construction schedules showed large variations due to several issues, including financial, economic and public opinion factors. Taking into account the number of projects with several years delay in their original schedules, it was considered useful to identify the subject areas where exchange of experience among Member States would be mutually beneficial in identification of problems and development of guidance for successful management of the completion of these delayed projects. A joint programme of the IAEA Departments of Nuclear Energy (Nuclear Power Engineering Section) and Technical Co-operation (Europe Section, with additional support from the Latin America and West Asia Sections) was set up during the period 1997-1998. The specific aim of the programme was to provide assistance in the management of delayed nuclear power plants regarding measures to maintain readiness for resuming the project implementation schedule when the conditions permit. The integration of IAEA interdepartmental resources enabled the participation of 53 experts from 14 Member States resulting in a wider exchange of experience and dissemination of guidance. Under the framework of the joint programme, senior managers directly responsible for delayed nuclear power plant projects identified several issues or problem areas that needed to be addressed and guidance on management be provided. A work plan for the development of several working documents, addressing the different issues, was established. Subsequently these documents were merged into a single one to produce the present publication. This publication provides information and practical examples on necessary management actions to preserve

  16. Training implementation matrix. Spent Nuclear Fuel Project (SNFP)

    International Nuclear Information System (INIS)

    EATON, G.L.

    2000-01-01

    This Training Implementation Matrix (TIM) describes how the Spent Nuclear Fuel Project (SNFP) implements the requirements of DOE Order 5480.20A, Personnel Selection, Qualification, and Training Requirements for Reactor and Non-Reactor Nuclear Facilities. The TIM defines the application of the selection, qualification, and training requirements in DOE Order 5480.20A at the SNFP. The TIM also describes the organization, planning, and administration of the SNFP training and qualification program(s) for which DOE Order 5480.20A applies. Also included is suitable justification for exceptions taken to any requirements contained in DOE Order 5480.20A. The goal of the SNFP training and qualification program is to ensure employees are capable of performing their jobs safely and efficiently

  17. Developing Communities of Practice around e-Learning and Project Management

    Science.gov (United States)

    Laxton, Ruth; Applebee, Andrelyn Cheryl

    2010-01-01

    In 2007-8 the Australian Catholic University (ACU National), undertook a project to develop new resources to provide training and support in eLearning for staff and students. The project was undertaken by a multidisciplinary team drawn from all six campuses and was led by an externally contracted Project Manager/eLearning specialist. This…

  18. Education Projects: Elaboration, Financing and Management. Fundamentals of Educational Planning, No. 38.

    Science.gov (United States)

    Magnen, Andre

    In many developing countries, the translation of political objectives to action projects is made difficult by the lack of training of staff of the ministry of education planning and managing units. This booklet deals with the implementation of these projects within the framework of the planning process. After defining projects, chapter 1 shows the…

  19. Nuclear education, training and knowledge management in Europe

    Energy Technology Data Exchange (ETDEWEB)

    Beeley, Phil; Slugen, Vladimir; Kyrki-Rajamaeki, Rita [European Nuclear Society ENS, Brussels (Belgium). ENS High Scientific Council

    2010-04-15

    The situation in the nuclear education today is complex as it relates to nuclear technology for both peaceful and security applications. After more than 20 years period of depression in nuclear facility construction (significant mainly in Europe and USA), there is strong renewed interest in nuclear-generated electricity. Many factors have contributed to ''nuclear renaissance'' including concerns about possible climate changes due to carbon emissions. The Nuclear Energy Agency (OECD/NEA) study in 2000, ''Nuclear Education and Training. Cause for Concern'', highlighted the necessity for a renaissance in nuclear education and training with some recommendations. The European Nuclear Energy Forum (ENEF) identified the nuclear education as one of highest risks in nuclear industry. The nuclear renaissance depends on the increased number of engineers properly educated in wide spectrum of nuclear disciplines. The world has responded. Networks have been established to respond to the necessity to maintain and perpetuate nuclear knowledge in order to provide a suitably qualified workforce for the future operation of nuclear power plants. The quality in Education, Training and Knowledge Management (ETKM) is strongly influenced and supported by development of nuclear research, exploitation of experimental and training facilities, existence of proper education and training networks, software tools, distance and e-learning and a variety of knowledge management activities. The projected global annual requirements for new nuclear engineers over the next 10 years will challenge existing academic and training institutions with respect to capacity and load factors on classrooms, laboratories and other facilities such as basic principles simulators. Additionally, the nuclear academic workforce may need to increase to meet the demand for educating/training the new industrial workforce and this will take time. Within the European context many of the

  20. Nuclear education, training and knowledge management in Europe

    International Nuclear Information System (INIS)

    Beeley, Phil; Slugen, Vladimir; Kyrki-Rajamaeki, Rita

    2010-01-01

    The situation in the nuclear education today is complex as it relates to nuclear technology for both peaceful and security applications. After more than 20 years period of depression in nuclear facility construction (significant mainly in Europe and USA), there is strong renewed interest in nuclear-generated electricity. Many factors have contributed to ''nuclear renaissance'' including concerns about possible climate changes due to carbon emissions. The Nuclear Energy Agency (OECD/NEA) study in 2000, ''Nuclear Education and Training. Cause for Concern'', highlighted the necessity for a renaissance in nuclear education and training with some recommendations. The European Nuclear Energy Forum (ENEF) identified the nuclear education as one of highest risks in nuclear industry. The nuclear renaissance depends on the increased number of engineers properly educated in wide spectrum of nuclear disciplines. The world has responded. Networks have been established to respond to the necessity to maintain and perpetuate nuclear knowledge in order to provide a suitably qualified workforce for the future operation of nuclear power plants. The quality in Education, Training and Knowledge Management (ETKM) is strongly influenced and supported by development of nuclear research, exploitation of experimental and training facilities, existence of proper education and training networks, software tools, distance and e-learning and a variety of knowledge management activities. The projected global annual requirements for new nuclear engineers over the next 10 years will challenge existing academic and training institutions with respect to capacity and load factors on classrooms, laboratories and other facilities such as basic principles simulators. Additionally, the nuclear academic workforce may need to increase to meet the demand for educating/training the new industrial workforce and this will take time. Within the European context many of the programmes will continue through

  1. 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.

  2. 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)

  3. The Effects of Types of Training Evaluation on Support of Training among Corporate Managers.

    Science.gov (United States)

    Kusy, Mitchell E., Jr.

    A study was conducted to determine which type of training evaluation method elicited the most management support of the training function among corporate managers. The investigator designed and distributed a case study survey instrument called the Training Evaluation Methods Survey (TEMS) to assess the extent of management support for each type of…

  4. 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

  5. Technology Management on Large Construction Projects

    DEFF Research Database (Denmark)

    Bonke, Sten

    The aim of this text is to discuss and to develop the concept of technology management in relation to the empirical field of construction projects. In the first of the two main sections central theories and their derived assertions concerning technology management criteria are summed up...... Fixed Link construction project. Finally on this basis the concluding remarks are pointing to the main theoretical problems and their practical implementations for the introduction of a technology management discipline in construction....... in a schematic theoretical framework. Hereafter the general characteristics of construction are examined from the point of view of serving as an empirical field for technology management analysis. In the second section the technology management theme is associated with the empirical properties of the Great Belt...

  6. 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.

  7. LINKING PROJECTS TO BUSINESS STRATEGY THROUGH PROJECT PORTFOLIO MANAGEMENT

    Directory of Open Access Journals (Sweden)

    A.J. Buys

    2012-01-01

    Full Text Available

    ENGLISH ABSTRACT: In many organisations, a chasm exists between the development of strategy and its successful implementation. Failure to cross this chasm may ultimately result in strategy failure and the loss of competitive advantage, profits, and employment. Project Portfolio Management (PPM is theorised as a management methodology that links a portfolio of projects to the business strategy. However, current literature lacks empirical evidence of the levels of employment, functionality, and success of the Project Portfolio Management approach in South Africa. A survey of respondents in 32 technology organisations was used to analyze the reasons for the following: strategy implementation and project delivery failure in South African technology organisations; the South African situation regarding the chasm that exists in many organisations between strategy development and successful strategy implementation; and the extent to which – and with what success – Project Portfolio Management is employed in South African technology organisations.

    AFRIKAANSE OPSOMMING: In baie organisasies bestaan daar ’n gaping tussen strategie-ontwikkeling en suksesvolle strategie-implementering. Die onvermoë om die gaping te oorbrug sal uiteindelik lei tot strategiefaling en die verlies van mededingende voordeel, winste, en werksgeleenthede. Projekportefeuljebestuur (PPB word voorgehou as ’n bestuursmetodologie wat ’n portefeulje van projekte koppel aan die besigheidstrategie. Bestaande literatuur gaan egter mank aan empiriese bewyse ten opsigte van die vlakke van indiensneming, funksionaliteit, en sukses van die Projekportefeuljebestuursbenadering in Suid-Afrika. ’n Opname van respondente in 32 tegnologie-organisasies is gebruik om die volgende aspekte te ondersoek: die redes vir falings in strategie-implementering en projekaflewering in Suid-Afrikaanse tegnologie-organisasies; die Suid-Afrikaanse situasie rakende die gaping wat bestaan tussen

  8. 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"--

  9. A paediatric cardiopulmonary resuscitation training project in Honduras.

    Science.gov (United States)

    Urbano, Javier; Matamoros, Martha M; López-Herce, Jesús; Carrillo, Angel P; Ordóñez, Flora; Moral, Ramón; Mencía, Santiago

    2010-04-01

    It is possible that the exportation of North American and European models has hindered the creation of a structured cardiopulmonary resuscitation (CPR) training programme in developing countries. The objective of this paper is to describe the design and present the results of a European paediatric and neonatal CPR training programme adapted to Honduras. A paediatric CPR training project was set up in Honduras with the instructional and scientific support of the Spanish Group for Paediatric and Neonatal CPR. The programme was divided into four phases: CPR training and preparation of instructors; training for instructors; supervised teaching; and independent teaching. During the first phase, 24 Honduran doctors from paediatric intensive care, paediatric emergency and anaesthesiology departments attended the paediatric CPR course and 16 of them the course for preparation as instructors. The Honduran Paediatric and Neonatal CPR Group was formed. In the second phase, workshops were given by Honduran instructors and four of them attended a CPR course in Spain as trainee instructors. In the third phase, a CPR course was given in Honduras by the Honduran instructors, supervised by the Spanish team. In the final phase of independent teaching, eight courses were given, providing 177 students with training in CPR. The training of independent paediatric CPR groups with the collaboration and scientific assessment of an expert group could be a suitable model on which to base paediatric CPR training in Latin American developing countries. Copyright (c) 2010 Elsevier Ireland Ltd. All rights reserved.

  10. Energy management in fuel cell power trains

    International Nuclear Information System (INIS)

    Corbo, P.; Corcione, F.E.; Migliardini, F.; Veneri, O.

    2006-01-01

    In this paper, experimental results obtained on a small size fuel cell power train (1.8 kW) based on a 500 W proton exchange membrane (PEM) stack are reported and discussed with specific regard to energy management issues to be faced for attainment of the maximum propulsion system efficiency. The fuel cell system (FCS) was realized and characterized via investigating the effects of the main operative variables on efficiency. This resulted in an efficiency higher than 30% in a wide power range with a maximum of 38% at medium load. The efficiency of the overall fuel cell power train measured during both steady state and dynamic conditions (European R40 driving cycle) was about 30%. A discussion about the control strategy to direct the power flows is reported with reference to two different test procedures used in dynamic experiments, i.e., load levelled and load following

  11. New Production Reactor project-management plan

    International Nuclear Information System (INIS)

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

    1982-01-01

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

  12. Risk management for independent power projects

    International Nuclear Information System (INIS)

    Owen, J.L.

    1993-01-01

    Independent Power, where electric utilities or other bulk electric power users contract with individual electric power generation facilities to meet their projected long term power needs, has grown dramatically over the past ten years or more. This concept, to contract with Independent Power Producers (IPP), is not a new concept and in fact goes back to the early formation of the electric power industry in this country and worldwide. Successful Risk Management is the foundation for ultimate project completion and operation in fulfilling the expectations of all parties. The primary risks associated with the development of Independent Power projects include: predicting long term fuel availability and cost; predicting long term price for the deliverable of electricity; site selection, site characteristics and permitting; innovative or evolving technology; project execution (design and construction), and; lifetime O ampersand M costs and plant reliability. This paper focuses on the risks inherent in the development of IPPs and addresses the management of these risks

  13. A generic hazardous waste management training program

    International Nuclear Information System (INIS)

    Carter, R.J.; Karnofsky, B.

    1988-01-01

    The main purpose of this training program element is to familiarize personnel involved in hazardous waste management with the goals of RCRA and how they are to be achieved. These goals include: to protect health and the environment; to conserve valuable material and energy resources; to prohibit future open dumping on the land; to assure that hazardous waste management practices are conducted in a manner which protects human health and the environment; to insure that hazardous waste is properly managed thereby reducing the need for corrective actions in the future; to establish a national policy to reduce or eliminate the generation of hazardous waste, wherever feasible. Another objective of this progam element is to present a brief overview of the RCRA regulations and how they are implemented/enforced by the Environmental Protection Agency (EPA) and each of the fifty states. This element also discusses where the RCRA regulations are published and how they are updated. In addition it details who is responsible for compliance with the regulations. Finally, this part of the training program provides an overview of the activities and materials that are regulated. 1 ref

  14. Managing service excellence. Internal customer service training

    International Nuclear Information System (INIS)

    McAnulty, P.C.

    1991-01-01

    WHO ARE OUR CUSTOMERS? Electric Users, regulators, vendors, suppliers, or our own employees? The answer is ALL exclamation point They are all customers. Regardless if they are external or internal customers, one must focus on quality of service delivery in order to maintain customer satisfaction. The most successful companies are quickly realizing that managing SERVICE EX NCE is our only future. For the next decade, the issue of service quality will exceed the issue of productivity. It is very easy to see that the business behind a utility is serving our electric consumers. However, internal customer service - service excellence to employees inside a company is the foundation for success. This paper describes a training program that is being implemented across Duke Power for employees on internal customer service. How we provide service to each other within a company impacts service quality to our external customers. This training refocuses behaviors and perceptions so to concentrate on quality service delivery to our internal customers - our employees. We all have positive and negative experiences with obtaining quality service by either external organizations or internal employees. Therefore, we start with a common foundation. Whether it be a supplier, vendor, or a station administrative group, we have experienced either excellent or poor customer service. All of us have potential in managing the delivery of excellent customer service. However, many of us may need new perspectives so to add depth with which we view and manage service excellence to our internal customers

  15. 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…

  16. HUBUNGAN KOMPETENSI PROJECT MANAGER TERHADAP KEBERHASILAN PROYEK KONSTRUKSI GEDUNG

    OpenAIRE

    Ida Ayu Ari Brahmantariguna; GAP. Candra Dharmayanti; I W. Yansen

    2016-01-01

    Abstract :One of the factor that influences the achievement of a project success is the role of a project manager. A reliable project manager, who knows his duties as a project leader and has the necessary competency requirements is needed to achieve the success of the project. The competence of a project manager can be measured by three aspects: knowledge, skill and attitude.This research  aims to analyze the relationship between project manager competencies (that measured by three independe...

  17. Organisational Change and the Management of Training in Australian Enterprises.

    Science.gov (United States)

    Smith, Andrew; Oczkowski, Edward; Macklin, Robert; Noble, Charles

    2003-01-01

    A survey of 584 Australian companies investigated the impact of 5 management practices (total quality management, teamwork, lean production, reengineering, learning organizations) in relation to 8 training practices. New management practices had significant but differing effects on the organization of training: total quality management had the…

  18. 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)

  19. 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.

  20. 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