WorldWideScience

Sample records for project managers operations

  1. 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…

  2. 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…

  3. Managing Operating Procedures in Distributed Collaborative Projects

    Science.gov (United States)

    Hool, A.; Beuzelin Ollivier, M.-G.; Roubert, F.

    2013-04-01

    In recent years, large distributed collaborative projects have become very prominent in scientific research, allowing exchanges between laboratories located in different institutions and countries and between various domains of competence. Particularly the work on nanotoxicity - a field which has only been under investigation for a few years and is still lacking regulatory framework - highlighted the need for well-controlled methods, as well as rules for the handling and disposal of used materials. To obtain comparable and reproducible results of experiments conducted in a distributed context, the standardisation and proper documentation of the applied methods is crucial. The European project NanoDiaRA, whose aim is to develop nanoparticles and biomarkers for the early diagnosis of inflammatory disease, faces this situation as it involves 15 European partners and brings together different scientific cultures and professional backgrounds. Protocols especially developed for Superparamagnetic Iron Oxide Nanoparticles and a management system were designed and implemented within the NanoDiaRA project to fulfil those needs. The main goals were the establishment of standardised Standard Operating Procedures assuring transparency and reproducibility and the provision of access to these protocols to every project partner, as well as their clear allocation to carry out precise measurements and production steps.

  4. Managing Operating Procedures in Distributed Collaborative Projects

    International Nuclear Information System (INIS)

    Hool, A; Ollivier, M-G Beuzelin; Roubert, F

    2013-01-01

    In recent years, large distributed collaborative projects have become very prominent in scientific research, allowing exchanges between laboratories located in different institutions and countries and between various domains of competence. Particularly the work on nanotoxicity – a field which has only been under investigation for a few years and is still lacking regulatory framework – highlighted the need for well-controlled methods, as well as rules for the handling and disposal of used materials. To obtain comparable and reproducible results of experiments conducted in a distributed context, the standardisation and proper documentation of the applied methods is crucial. The European project NanoDiaRA, whose aim is to develop nanoparticles and biomarkers for the early diagnosis of inflammatory disease, faces this situation as it involves 15 European partners and brings together different scientific cultures and professional backgrounds. Protocols especially developed for Superparamagnetic Iron Oxide Nanoparticles and a management system were designed and implemented within the NanoDiaRA project to fulfil those needs. The main goals were the establishment of standardised Standard Operating Procedures assuring transparency and reproducibility and the provision of access to these protocols to every project partner, as well as their clear allocation to carry out precise measurements and production steps.

  5. An OperationalProject Management Culture’ Framework (Part 1

    Directory of Open Access Journals (Sweden)

    Yvonne du Plessis

    2006-11-01

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

  6. Science operations management. [with Infrared Astronomy Satellite project

    Science.gov (United States)

    Squibb, G. F.

    1984-01-01

    The operation teams engaged in the IR Astronomical Satellite (IRAS) project included scientists from the IRAS International Science Team. The detailed involvement of these scientists in the design, testing, validation, and operations phases of the IRAS mission contributed to the success of this project. The Project Management Group spent a substantial amount of time discussing science-related issues, because science team coleaders were members from the outset. A single scientific point-of-contact for the Management Group enhanced the depth and continuity of agreement reached in decision-making.

  7. Management aspects of Gemini's base facility operations project

    Science.gov (United States)

    Arriagada, Gustavo; Nitta, Atsuko; Adamson, A. J.; Nunez, Arturo; Serio, Andrew; Cordova, Martin

    2016-08-01

    Gemini's Base Facilities Operations (BFO) Project provided the capabilities to perform routine nighttime operations without anyone on the summit. The expected benefits were to achieve money savings and to become an enabler of the future development of remote operations. The project was executed using a tailored version of Prince2 project management methodology. It was schedule driven and managing it demanded flexibility and creativity to produce what was needed, taking into consideration all the constraints present at the time: Time available to implement BFO at Gemini North (GN), two years. The project had to be done in a matrix resources environment. There were only three resources assigned exclusively to BFO. The implementation of new capabilities had to be done without disrupting operations. And we needed to succeed, introducing the new operational model that implied Telescope and instrumentation Operators (Science Operations Specialists - SOS) relying on technology to assess summit conditions. To meet schedule we created a large number of concurrent smaller projects called Work Packages (WP). To be reassured that we would successfully implement BFO, we initially spent a good portion of time and effort, collecting and learning about user's needs. This was done through close interaction with SOSs, Observers, Engineers and Technicians. Once we had a clear understanding of the requirements, we took the approach of implementing the "bare minimum" necessary technology that would meet them and that would be maintainable in the long term. Another key element was the introduction of the "gradual descent" concept. In this, we increasingly provided tools to the SOSs and Observers to prevent them from going outside the control room during nighttime operations, giving them the opportunity of familiarizing themselves with the new tools over a time span of several months. Also, by using these tools at an early stage, Engineers and Technicians had more time for debugging

  8. Concept of operations : Dallas Integrated Corridor Management (ICM) demonstration project.

    Science.gov (United States)

    2010-06-01

    This concept of operations (Con Ops) for the US-75 Integrated Corridor Management (ICM) Program has been developed as part of the US : Department of Transportation Integrated Corridor Management Initiative, which is an innovative research initiative ...

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

    International Nuclear Information System (INIS)

    Tang Zhengrong; Zhang Zhixiong

    2001-01-01

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

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

    International Nuclear Information System (INIS)

    Zhang Zhixiong; Tang Zhengrong

    2000-01-01

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

  11. Applying the TOC Project Management to Operation and Maintenance Scheduling of a Research Vessel

    Science.gov (United States)

    Manti, M. Firdausi; Fujimoto, Hideo; Chen, Lian-Yi

    Marine research vessels and their systems are major assets in the marine resources development. Since the running costs for the ship are very high, it is necessary to reduce the total cost by an efficient scheduling for operation and maintenance. To reduce project period and make it efficient, we applied TOC project management method that is a project management approach developed by Dr. Eli Goldratt. It challenges traditional approaches to project management. It will become the most important improvement in the project management since the development of PERT and critical path methodologies. As a case study, we presented the marine geology research project for the purpose of operations in addition to repair on the repairing dock projects for maintenance of vessels.

  12. CONFLICTS AND OPERATIONAL HURDLES IN THE MANAGEMENT OF INNOVATIVE PROJECTS: AN EMPIRICAL STUDY

    Directory of Open Access Journals (Sweden)

    José Varela Donato

    2013-12-01

    Full Text Available This article aims at describing how conflicts and operational hurdles manifest themselves in the management of innovative projects in a development bank (DB. The research characterizes itself as a qualitative and exploratory approach; the data collection consisted of interviews with consultants and project managers and by documents on management projects in Development Bank; the interviews have undergone the content analysis by utilizing the Atlas.ti. The research revealed that the project management in its new implemented model faces difficulties similar to those observed in traditional hierarchies. It was observed that conflicts regarding interests, values, psychological aspects and operational hurdles are intrinsic to the life cycle of innovative projects, which implementation requires a lot of political capacity from their leaders to be effective.

  13. 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....

  14. 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...

  15. Project Management Approach to Transition of the Miamisburg Closure Project From Environmental Cleanup to Post-Closure Operations

    International Nuclear Information System (INIS)

    Carpenter, C.P.; Marks, M.L.; Smiley, S.L.; Gallaher, D.M.; Williams, K.D.

    2006-01-01

    The U.S. Department of Energy (DOE) used a project management approach to transition the Miamisburg Closure Project from cleanup by the Office of Environmental Management (EM) to post-closure operations by the Office of Legacy Management (LM). Two primary DOE orders were used to guide the site transition: DOE Order 430.1B, Real Property Asset Management, for assessment and disposition of real property assets and DOE Order 413.3, Program and Project Management for Acquisition of Capital Assets, for project closeout of environmental cleanup activities and project transition of post-closure activities. To effectively manage these multiple policy requirements, DOE chose to manage the Miamisburg Closure Project as a project under a cross-member transitional team using representatives from four principal organizations: DOE-LM, the LM contractor S.M. Stoller Corporation, DOE-EM, and the EM contractor CH2M Hill Mound Inc. The mission of LM is to manage the Department's post-transition responsibilities and long-term care of legacy liabilities and to ensure the future protection of human health and the environment for cleanup sites after the EM has completed its cleanup activities. (authors)

  16. RISK MANAGEMENT IN THE OPERATING ACTIVITIES OF AN ENTERPRISE AND IN PUBLIC-PRIVATE PARTNERSHIP PROJECTS

    Directory of Open Access Journals (Sweden)

    Lech Jędrzejewski

    2017-03-01

    Full Text Available The paper is devoted to issues related to building a risk management system for businesses in the areas of operations and implementation of infrastructure projects. The article defines the concept of risk in business processes and identifies risks occurring in infrastructure projects. In the text, the principles have been presented for protection against the effects of political, contracting, environmental, ecological, product, process, operational and personnel risk.

  17. The application of post-project reviews in events management by cultural operators

    OpenAIRE

    Benadict Rajasegaram, Annet

    2016-01-01

    Organisations have evidently shifted towards the projectification of their activities and operations across the world and across industries by which project management is not only limited to construction and engineering projects anymore. The projectification has shed light on the amount of project success and failure in which both have been noted to have a steep difference between each other. Whilst many factors have been discovered to be a trigger of failure or success one emerging subject t...

  18. Using accounting information systems by operations managers in a project company

    NARCIS (Netherlands)

    Wouters, Marc; van der Veeken, Henk J.M.

    2002-01-01

    This paper describes the results of a case study that investigated the use of accounting information by operations managers in a road building company. There was considerable preplanning before the execution of project activities, but task uncertainty during execution created the need to take

  19. A team leadership approach to managing the transition from construction to operations for an environmental project

    International Nuclear Information System (INIS)

    Kelly, J.W.

    1994-06-01

    This presentation describes a team approach, at the totalproject level that focused team members with common objectives, for the transition to start-up and operation of the project. The Integrated Management Team (IMT) approach has been successful for this US Department of Energy (DOE) environmental restoration project at the Hanford Site in Richland, Washington. The $53.8-million project will collect, treat, and dispose of low-level mixed waste water discharges from the Hanford Site. Construction is scheduled for completion in September 1994 and facility start-up in June 1995. The project challenge is for leadership that is committed to the transition from construction to operation of the environmental restoration project

  20. Statement of John H. Anttonen, Project Manager, Basalt Waste Isolation Project, Richland Operations Office, Department of Energy

    International Nuclear Information System (INIS)

    Anon.

    1987-01-01

    My name is John Anttonen and I am the Project Manager for the Basalt Waste Isolation Project (BWIP) at the Department of Energy Richland Operation Office. The responsibilities of may office are to manage the day-to-day activities of the site suitability investigations of the basalt formations at the Hanford Site, a Department complex that is involved in a variety of national missions, including defense materials production, nuclear energy research, and radioactive waste management. In may prepared comments today I would like to touch upon four specific subject areas relating to the BWIP program and then I would be happy to answer any questions you might have. The topics I will cover are: (1) historical aspects; (2) site specific technical issues and how they will be addressed during site characterization of the basalt site at Hanford; (3) current project status and; (4) institutional interaction. For clarity, I have attached several charts to my statement

  1. Managing your engineering consultants: Steps for simultaneously improving operations, project implementation, and your bottom line

    International Nuclear Information System (INIS)

    Kirchen, E.R.; Perilloux, B.L.

    1997-01-01

    The domestic oil and gas industry has responded to depleting reserves and increasing operating costs by downsizing the overhead required to maintain production and processing facilities. For many companies this downsizing has resulted in a reduced in-house engineering staff and a greater reliance on consulting engineering services. To get the most benefit from consulting engineering companies, the partnership between consultants and the oil and gas company needs to be carefully considered. Unfortunately, these partnerships are often developed at the home office with visionary goals in mind, only to be implemented reluctantly on a local level. A better strategy is to implement partnering tools on the local level and allow these partnerships to develop naturally, and at times, uniquely, at each location. The following such tools detailed in this paper are: manpower leveraging -- using field-trained consulting engineers to address project design/implementation and field/construction support so that the operating company's engineers may focus on management and detailed development of high-return projects; enhanced project scope and design review -- developing and reviewing project scope(s) and preliminary engineering designs to minimize engineering/construction costs as well as optimize the operability and constructability of the project; and consulting rate standardization -- understanding and structuring the consultant's rates so that neither side is exploited and so that the project is staffed in the interest of project execution and not maximum profits for the consultant

  2. 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

  3. 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...

  4. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

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

  5. `95 computer system operation project

    Energy Technology Data Exchange (ETDEWEB)

    Kim, Young Taek; Lee, Hae Cho; Park, Soo Jin; Kim, Hee Kyung; Lee, Ho Yeun; Lee, Sung Kyu; Choi, Mi Kyung [Korea Atomic Energy Research Institute, Taejon (Korea, Republic of)

    1995-12-01

    This report describes overall project works related to the operation of mainframe computers, the management of nuclear computer codes and the project of nuclear computer code conversion. The results of the project are as follows ; 1. The operation and maintenance of the three mainframe computers and other utilities. 2. The management of the nuclear computer codes. 3. The finishing of the computer codes conversion project. 26 tabs., 5 figs., 17 refs. (Author) .new.

  6. '95 computer system operation project

    International Nuclear Information System (INIS)

    Kim, Young Taek; Lee, Hae Cho; Park, Soo Jin; Kim, Hee Kyung; Lee, Ho Yeun; Lee, Sung Kyu; Choi, Mi Kyung

    1995-12-01

    This report describes overall project works related to the operation of mainframe computers, the management of nuclear computer codes and the project of nuclear computer code conversion. The results of the project are as follows ; 1. The operation and maintenance of the three mainframe computers and other utilities. 2. The management of the nuclear computer codes. 3. The finishing of the computer codes conversion project. 26 tabs., 5 figs., 17 refs. (Author) .new

  7. 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.

  8. Apollo Soyuz Test Project Weights and Mass Properties Operational Management System

    Science.gov (United States)

    Collins, M. A., Jr.; Hischke, E. R.

    1975-01-01

    The Apollo Soyuz Test Project (ASTP) Weights and Mass Properties Operational Management System was established to assure a timely and authoritative method of acquiring, controlling, generating, and disseminating an official set of vehicle weights and mass properties data. This paper provides an overview of the system and its interaction with the various aspects of vehicle and component design, mission planning, hardware and software simulations and verification, and real-time mission support activities. The effect of vehicle configuration, design maturity, and consumables updates is discussed in the context of weight control.

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

    International Nuclear Information System (INIS)

    MCGREW, D.L.

    2000-01-01

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

  10. Systems Engineering Management Plan for Tank Farm Restoration and Safety Operations, Project W-314

    International Nuclear Information System (INIS)

    MCGREW, D.L.

    2000-01-01

    The Systems Engineering Management Plan for Project W-314 has been prepared within the guidelines of HNF-SD-WM-SEMP-002, TWRS Systems Engineering Management Plan. The activities within this SEMP have been tailored, in accordance with the TWRS SEMP and DOE Order 430.1, Life Cycle Asset Management, to meet the needs of the project

  11. Sound Waste Management Plan environmental operations, and used oil management system: Restoration project 97115. Exxon Valdez oil spill restoration project final report: Volumes 1 and 2

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1998-06-01

    This project constitutes Phase 2 of the Sound Waste Management Plan and created waste oil collection and disposal facilities, bilge water collection and disposal facilities, recycling storage, and household hazardous waste collection and storage, and household hazardous waste collection and storage facilities in Prince William Sound. A wide range of waste streams are generated within communities in the Sound including used oil generated from vehicles and vessels, and hazardous wastes generated by households. This project included the design and construction of Environmental Operations Stations buildings in Valdez, Cordova, Whittier, Chenega Bay and Tatitlek to improve the overall management of oily wastes. They will house new equipment to facilitate oily waste collection, treatment and disposal. This project also included completion of used oil management manuals.

  12. Sound Waste Management Plan environmental operations, and used oil management system: Restoration project 97115. Exxon Valdez oil spill restoration project final report: Volumes 1 and 2

    International Nuclear Information System (INIS)

    1998-06-01

    This project constitutes Phase 2 of the Sound Waste Management Plan and created waste oil collection and disposal facilities, bilge water collection and disposal facilities, recycling storage, and household hazardous waste collection and storage, and household hazardous waste collection and storage facilities in Prince William Sound. A wide range of waste streams are generated within communities in the Sound including used oil generated from vehicles and vessels, and hazardous wastes generated by households. This project included the design and construction of Environmental Operations Stations buildings in Valdez, Cordova, Whittier, Chenega Bay and Tatitlek to improve the overall management of oily wastes. They will house new equipment to facilitate oily waste collection, treatment and disposal. This project also included completion of used oil management manuals

  13. Operations and maintenance plan : Dallas Integrated Corridor Management (ICM) demonstration project.

    Science.gov (United States)

    2014-01-01

    This Operations and Maintenance (O&M) Plan describes how the Integrated Corridor Management System (ICMS) will be used in daily transportation operations and maintenance activities. The Plan addresses the activities needed to effectively operate the ...

  14. PROJECT SCOPE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2018-01-01

    : analysis of results of planning the project scope; study of templates of project works’ structures, recommendations for the formation of levels of structure; decomposition of the totality of project work; creating a dictionary of the project work structure; updating the description of the project scope and the project scope management plan. Practical importance. In order to improve the management of the scope of projects in the pharmacy, the components of subprocesses, participants, input and output documents are investigated and the algorithm for managing the project scope is built. It is determined that the starting elements of project scope management are the justification of the initial data, i.e. the project purpose, impacts of the environment and the internal potential of the enterprise in relation to the project implementation (assets of the organizational process. It is recommended to create a structure of project work starting from the analytical research existing at the enterprise or recommended by standards and guidelines on project management approaches to building a hierarchical structure of works, templates of project work structures. It is noted that the created structure of project work should be audited by participants of the project office. According to the results of planning the sequence and duration of operations for managing the scope of works, a precedence diagram of the investigated process is constructed. Value/originality. The developed recommendations regarding the consistency and structure of subprocesses and operations of the project scope management will allow the enterprise to significantly save time for planning the scope of subsequent projects, using the database created in previous periods, statistics on the implementation of the described operations.

  15. A life cycle cost economics model for projects with uniformly varying operating costs. [management planning

    Science.gov (United States)

    Remer, D. S.

    1977-01-01

    A mathematical model is developed for calculating the life cycle costs for a project where the operating costs increase or decrease in a linear manner with time. The life cycle cost is shown to be a function of the investment costs, initial operating costs, operating cost gradient, project life time, interest rate for capital and salvage value. The results show that the life cycle cost for a project can be grossly underestimated (or overestimated) if the operating costs increase (or decrease) uniformly over time rather than being constant as is often assumed in project economic evaluations. The following range of variables is examined: (1) project life from 2 to 30 years; (2) interest rate from 0 to 15 percent per year; and (3) operating cost gradient from 5 to 90 percent of the initial operating costs. A numerical example plus tables and graphs is given to help calculate project life cycle costs over a wide range of variables.

  16. 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...

  17. Project Execution Plan, Waste Management Division, Nevada Operations Office, U.S. Department of Energy, April 2000

    International Nuclear Information System (INIS)

    2000-01-01

    This plan addresses project activities encompassed by the U.S. Department of Energy/Nevada Operations Office Waste Management Division and conforms to the requirements contained in the ''Life Cycle Asset Management,'' U.S. Department of Energy Order O430.1A; the Joint Program Office Policy on Project Management in Support of DOE Order O430.1, and the Project Execution and Engineering Management Planning Guide. The plan also reflects the milestone philosophies of the Federal Facility Agreement and Consent Order, as agreed to by the state of Nevada; and traditional project management philosophies such as the development of life cycle costs, schedules, and work scope; identification of roles and responsibilities; and baseline management and controls

  18. PROJECT MANAGEMENT OFFICE – LINK BETWEEN ORGANIZATIONAL STRATEGIC AND OPERATIONAL: A CASE STUDY

    Directory of Open Access Journals (Sweden)

    Mario Manzini Cianfanelli

    2014-12-01

    Full Text Available The objective of this work is to demonstrate the organizational integration achieved through the implementation of a project management office (PMO, created to combat the loss of water distribution in one of the business units of Basic Sanitation Company of the State of São Paulo – Sabesp. The methodology used to achieve this goal was the study of a single case in which the information was obtained through documentary research and semi-structured interviews. The results showed how this integration was achieved with the adoption of a standard methodology in project management, control based on information technology and the spread of the organization's strategy in the sectors below. This work concluded that with this implantation of the project management office it was possible to improve the planning and the control of the activities of the projects through a pattern methodology in managing projects that gave possibilities to create a new culture focusing in solving problems.

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

    Energy Technology Data Exchange (ETDEWEB)

    None, None

    2013-03-31

    Universidad del Turabo (UT), in a collaborative effort with Global Turn Key Services, Inc. (GTKS), proposed to develop a training program and a commercialization plan for the development of Commercial Building Operators (CBOs). The CBOs will operate energy efficient buildings to help maintain existing buildings up to their optimal energy performance level, and ensure that net-zero-energy buildings continuously operate at design specifications, thus helping achieve progress towards meeting BTP Strategic Goals of creating technologies and design approaches that enable net-zero-energy buildings at low incremental costs by 2025. The proposed objectives were then: (1) Develop a Commercial Building Operator (CBO) training program and accreditation that will in turn provide a certification to participants recognized by Accreditation Boards such as the North American Board of Certified Energy Practitioners (NABCEP) and Leadership in Energy & Environmental Designs (LEED). (2) Develop and implement a commercialization and sustainability plan that details marketing, deployment, financial characterization, job placement, and other goals required for long-term sustainability of the project after the funding period. (3) After program development and deployment, provide potential candidates with the knowledge and skill sets to obtain employment in the commercial building green energy (net-zero-energy building) job market. The developed CBO training program will focus on providing skills for participants, such as displaced and unemployed workers, to enter the commercial building green energy (net-zeroenergy building) job market. This course was designed to allow a participant with minimal to no experience in commercial building green technology to obtain the required skill sets to enter the job market in as little as 12 weeks of intensive multi-faceted learning. After completion of the course, the CBO staff concluded the participant will meet minimum established accreditation

  20. New concept for condition management of plants as a result of the KUNTO project. New operations approach reduces costs

    Energy Technology Data Exchange (ETDEWEB)

    McNiven, U.; Tamminen, L.

    1998-07-01

    IVO Generation Services Ltd. has carried out a project at the IVO Naantali power plant to develop the plants condition management. The project defines critical and monitored components for each system. In addition, recommendations for further action, investment proposals and suggestions for changes in maintenance and operations practices were supplied for the various systems in the plant. The systematic approach which was the result of the projects integrated into maintenance and operations practices where data collection and analysis is part of the routine. Up-to-date data is utilized in focusing maintenance and investments, in planning and reporting functions

  1. 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...

  2. Operational Waste Volume Projection

    Energy Technology Data Exchange (ETDEWEB)

    STRODE, J.N.

    2000-08-28

    Waste receipts to the double-shell tank system are analyzed and wastes through the year 2015 are projected based on generation trends of the past 12 months. A computer simulation of site operations is performed, which results in projections of tank fill schedules, tank transfers, evaporator operations, tank retrieval, and aging waste tank usage. This projection incorporates current budget planning and the clean-up schedule of the Tri-Party Agreement. Assumptions were current as of June. 2000.

  3. Operational waste volume projection

    International Nuclear Information System (INIS)

    Koreski, G.M.; Strode, J.N.

    1995-06-01

    Waste receipts to the double-shell tank system are analyzed and wastes through the year 2015 are projected based on generation trends of the past 12 months. A computer simulation of site operations is performed, which results in projections of tank fill schedules, tank transfers, evaporator operations, tank retrieval, and aging waste tank usage. This projection incorporates current budget planning and the clean-up schedule of the tri-party agreement. Assumptions are current as of June 1995

  4. Operational Waste Volume Projection

    International Nuclear Information System (INIS)

    STRODE, J.N.

    2000-01-01

    Waste receipts to the double-shell tank system are analyzed and wastes through the year 2015 are projected based on generation trends of the past 12 months. A computer simulation of site operations is performed, which results in projections of tank fill schedules, tank transfers, evaporator operations, tank retrieval, and aging waste tank usage. This projection incorporates current budget planning and the clean-up schedule of the Tri-Party Agreement. Assumptions were current as of June. 2000

  5. Maintenance and operations contractor plan for transition to the project Hanford management contract (PHMC)

    Energy Technology Data Exchange (ETDEWEB)

    Waite, J.L.

    1996-04-12

    This plan has been developed by Westinghouse Hanford Company (WHC), and its subcontractors ICF Kaiser Hanford (ICF KH) and BCS Richland, Inc. (BCSR), at the direction of the US Department of Energy (DOE), Richland Operations Office (RL). WHC and its subcontractors are hereafter referred to as the Maintenance and Operations (M and O) Contractor. The plan identifies actions involving the M and O Contractor that are critical to (1) prepare for a smooth transition to the Project Hanford Management Contractor (PHMC), and (2) support and assist the PHMC and RL in achieving transition as planned, with no or minimal impact to ongoing baseline activities. The plan is structured around two primary phases. The first is the pre-award phase, which started in mid-February 1996 and is currently scheduled to be completed on June 1, 1996, at which time the contract is currently planned to be awarded. The second is the follow-on four-month post-award phase from June 1, 1996, until October 1, 1996. Considering the magnitude and complexity of the scope of work being transitioned, completion in four months will require significant effort by all parties. To better ensure success, the M and O Contractor has developed a pre-award phase that is intended to maximize readiness for transition. Priority is given to preparation for facility assessments and processing of personnel, as these areas are determined to be on the critical path for transition. In addition, the M and O Contractor will put emphasis during the pre-award phase to close out open items prior to contract award, to include grievances, employee concerns, audit findings, compliance issues, etc.

  6. 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

  7. Flood management selections for the Yangtze River midstream after the Three Gorges Project operation

    Science.gov (United States)

    Fang, Hongwei; Han, Dong; He, Guojian; Chen, Minghong

    2012-04-01

    SummaryAfter the Yangtze River was closed by the Three Gorges Project (TGP) in 2003, erosion occurred from the dam site to the river mouth, especially in the middle and lower reaches of the Yangtze River. However, in some local areas of Chenglingji reach which holds the key position for flood management, there is actually deposition in contrast to the expected erosion. In this paper, a one dimensional mathematical model of the river network with sediment transport is used as the tool to simulate flow and fluvial processes. The calculation domain is from Yichang, which is downstream of the dam, to Hankou, the controlling node of flood management, 694 km long in total. The model is calibrated based on the field data of hydrology and sediment transport during the period from October 2003 to October 2008. Then the model is utilized to simulate the erosion and deposition of the middle and lower reaches of the Yangtze River in the next two decades, and produce the results of a new river channel after river bed deformation occurs. The typical flood processes of 1954 and 1998 in the Yangtze River basin are used to check the flood management scheme for the research area, and results show that water storage of Three Gorges Reservoir (TGR) and a flood diversion program downstream of the Yangtze River should be taken into consideration.

  8. OPG's long term management proposal for low and intermediate level radioactive waste: project description, operations

    International Nuclear Information System (INIS)

    Witzke, P.

    2011-01-01

    Although the Deep Geologic Repository (DGR) is approximately 8 years away from being placed into service, it is time to start planning for operations. Ontario Power Generation's (OPG) Nuclear Waste Management Division (NWMD) has a systematic approach to preparing for operation of any new facility that is readily applicable to the DGR. The DGR Operational Readiness Plan has been benchmarked at similar facilities in North America and Europe. The operating vision is a living model, and is constantly being reviewed and refined to align with the detailed design of the DGR as it proceeds through its phases of development. Combined with 40 years of operating surface storage facilities for the storage of Low and Intermediate Level Waste (LILW), the DGR operating vision will enable NWMD to provide meaningful input during COMS (Constructability, Operability, Maintainability, and Safety) review in the DGR project detailed-design phase in 2011/2012. A Work Breakdown Structure has been used to communicate the detail of the operating vision, and also to estimate the costs of Operational Readiness and Operations during the lifetime of the facility. (author)

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

    International Nuclear Information System (INIS)

    Barber, James; Buckley, James

    2003-01-01

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

  10. 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.

  11. 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

  12. PROJECTIZING AN OPERATING NUCLEAR FACILITY

    International Nuclear Information System (INIS)

    Adams, N

    2007-01-01

    This paper will discuss the evolution of an operations-based organization to a project-based organization to facilitate successful deactivation of a major nuclear facility. It will describe the plan used for scope definition, staff reorganization, method estimation, baseline schedule development, project management training, and results of this transformation. It is a story of leadership and teamwork, pride and success. Workers at the Savannah River Site's (SRS) F Canyon Complex (FCC) started with a challenge--take all the hazardous byproducts from nearly 50 years of operations in a major, first-of-its-kind nuclear complex and safely get rid of them, leaving the facility cold, dark, dry and ready for whatever end state is ultimately determined by the United States Department of Energy (DOE). And do it in four years, with a constantly changing workforce and steadily declining funding. The goal was to reduce the overall operating staff by 93% and budget by 94%. The facilities, F Canyon and its adjoined sister, FB Line, are located at SRS, a 310-square-mile nuclear reservation near Aiken, S.C., owned by DOE and managed by Washington Group International subsidiary Washington Savannah River Company (WSRC). These facilities were supported by more than 50 surrounding buildings, whose purpose was to provide support services during operations. The radiological, chemical and industrial hazards inventory in the old buildings was significant. The historical mission at F Canyon was to extract plutonium-239 and uranium-238 from irradiated spent nuclear fuel through chemical processing. FB Line's mission included conversion of plutonium solutions into metal, characterization, stabilization and packaging, and storage of both metal and oxide forms. The plutonium metal was sent to another DOE site for use in weapons. Deactivation in F Canyon began when chemical separations activities were completed in 2002, and a cross-functional project team concept was implemented to successfully

  13. 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…

  14. 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.

  15. 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.

  16. 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

  17. 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...

  18. 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

  19. 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

  20. 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

  1. Web Project Management

    OpenAIRE

    Suralkar, Sunita; Joshi, Nilambari; Meshram, B B

    2013-01-01

    This paper describes about the need for Web project management, fundamentals of project management for web projects: what it is, why projects go wrong, and what's different about web projects. We also discuss Cost Estimation Techniques based on Size Metrics. Though Web project development is similar to traditional software development applications, the special characteristics of Web Application development requires adaption of many software engineering approaches or even development of comple...

  2. Project 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.

  3. 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

  4. NEA international co-operative projects

    International Nuclear Information System (INIS)

    1989-01-01

    This text is consecrated at the international co-operative projects of the OECD Nuclear Energy Agency (NEA) in the field of reactor safety (Halden reactor project, Loft project, studies on the damaged Three Mile Island unit-2 reactor, inspection of reactor steel components, incident reporting system) and in the field of radioactive waste management (Stripa project, geochemical data bases, Alligator river project, seabed disposal of high-level radioactive waste, decommissioning of nuclear facilities)

  5. Space station operations management

    Science.gov (United States)

    Cannon, Kathleen V.

    1989-01-01

    Space Station Freedom operations management concepts must be responsive to the unique challenges presented by the permanently manned international laboratory. Space Station Freedom will be assembled over a three year period where the operational environment will change as significant capability plateaus are reached. First Element Launch, Man-Tended Capability, and Permanent Manned Capability, represent milestones in operational capability that is increasing toward mature operations capability. Operations management concepts are being developed to accomodate the varying operational capabilities during assembly, as well as the mature operational environment. This paper describes operations management concepts designed to accomodate the uniqueness of Space Station Freedoom, utilizing tools and processes that seek to control operations costs.

  6. Ranking Operations Management conferences

    NARCIS (Netherlands)

    Steenhuis, H.J.; de Bruijn, E.J.; Gupta, Sushil; Laptaned, U

    2007-01-01

    Several publications have appeared in the field of Operations Management which rank Operations Management related journals. Several ranking systems exist for journals based on , for example, perceived relevance and quality, citation, and author affiliation. Many academics also publish at conferences

  7. 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.

  8. Irradiated Fuel Management Advisory Programme (IFMAP). An interregional technical co-operation project

    International Nuclear Information System (INIS)

    1993-04-01

    Delays in the implementation of the fuel reprocessing option in some countries, the complete abandonment of this option in other countries, and delays in the availability of final spent fuel disposal in almost all countries, has led to increasingly long periods of 'interim' spent fuel storage. The problem of the management of irradiated fuels has therefore increased in importance for many Member States. For power reactors or research reactors, irradiated fuel management includes all of the procedures involving irradiated fuel from the time that it is discharged from the reactor core until it is either reprocessed or placed in a permanent disposal site. Although the IAEA has had programmes in this area in the past and has ongoing activities at present, there is a clear need to provide support to individual Member States which require advice and/or assistance in the resolution of particular questions and concerns

  9. 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

  10. Successful project management

    CERN Document Server

    Young, Trevor L

    2016-01-01

    Successful Project Management, 5th edition, is an essential guide for anyone who wants to improve the success rate of their projects. It will help managers to maintain a balance between the demands of the customer, the project, the team and the organization. Covering the more technical aspects of a project from start to completion it contains practised and tested techniques, covering project conception and start-up, how to manage stake holders, effective risk management, project planning and launch and execution. Also including a brand new glossary of key terms, it provides help with evaluating your project as well as practical checklists and templates to ensure success for any ambitious project manager. With over one million copies sold, the hugely popular Creating Success series covers a wide variety of topic, with the latest editions including new chapters such as Tough Conversations and Treating People Right. This indispensable business skills collection is suited to a variety of roles, from someone look...

  11. 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.

  12. Providing an integrated waste management strategy and operation focused on project end states at the Hanford site

    International Nuclear Information System (INIS)

    Blackford, L.

    2009-01-01

    CH2M HILL Plateau Remediation Company (CHPRC) is the U.S. Department of Energy's (DOE) contractor responsible for the safe, environmental cleanup of the Central Plateau of the Hanford Site. The 586-square-mile Hanford Site is located along the Columbia River in southeastern Washington State. A plutonium production complex with nine nuclear reactors and associated processing facilities, Hanford played a pivotal role in the nation's defense for more than 40 years, beginning in the 1940's with the Manhattan Project. Today, under the direction of the DOE, Hanford is engaged in the world's largest environmental cleanup project. The Plateau Remediation Contract (PRC) is a 10-year project paving the way for closure of the Hanford Site through demolition of the Plutonium Finishing Plant; remediation of six burial grounds and 11 groundwater systems; treatment of 43.8 meters of sludge; and disposition of 8,200 meters of transuranic waste, 800 spent nuclear material containers, 2,100 metric tons of spent nuclear fuel, and two reactors. The $4.5 billion project, funded through the U.S. DOE Office of Environmental Management, focuses equally on reducing risks to workers, the public, and the environment and on protecting the Columbia River. The DOE, which operates the Hanford Site, the U.S. Environmental Protection Agency (EPA), and the State of Washington Department of Ecology (Ecology) signed a comprehensive cleanup and compliance agreement on May 15, 1989. The Hanford Federal Facility Agreement and Consent Order, or Tri-Party Agreement (TPA), is an agreement for achieving compliance with the Comprehensive Environmental Response Compensation and Liability Act (CERCLA) remedial action provisions and with the Resource Conservation and Recovery Act (RCRA) treatment, storage, and disposal (TSD) unit regulations and corrective action provisions . More specifically, the Tri-Party Agreement does the following: 1) defines and ranks CERCLA and RCRA cleanup commitments; 2) establishes

  13. Seniority in projection operator formalism

    International Nuclear Information System (INIS)

    Ullah, N.

    1976-01-01

    It is shown that the concept of seniority can be introduced in projection operator formalism through the use of the operator Q, which has been defined by de-Shalit and Talmi. The usefulness of seniority concept in projection operator formalism is discussed. An example of four nucleons in j=3/2 configuration is given for illustrative purposes

  14. 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...

  15. 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

  16. 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...

  17. 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...

  18. 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...

  19. 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...

  20. HFETR operation management

    International Nuclear Information System (INIS)

    Liu Rong; Yang Shuchun; Peng Jun; Zhou Shoukang

    2003-01-01

    Experiences and work methods with High Flux Engineering Test Reactor (HFETR) operation are introduced, which have been accumulated in a long period of operation, in the aspects as reactor operation, test, maintenance, operator training and incident management. It's clear that the safety operation of HFETR has been ensured, and the methods are valid. (authors)

  1. 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...

  2. 78 FR 7477 - Multistate Corridor Operations and Management Program

    Science.gov (United States)

    2013-02-01

    ... in the Multistate Corridor Operations and Management Program authorized by the Safe, Accountable... projects to improve multimodal transportation system management and operations. This notice seeks... Multistate Corridor Operations and Management (MCOM) programs and projects. The purpose of these investments...

  3. 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.

  4. 通信工程运营商项目管理标准化研究%Research on standardization of communication engineering project management for operators

    Institute of Scientific and Technical Information of China (English)

    蒙万洲; 曾俊钰; 梁宾; 陆明

    2015-01-01

    In view of the problems existing in the management of engineering construction project under the two level management mode of the telecom operators inside the provincial company and the local companies, This paper uses PMI project management knowledge system, and combining with the characteristics of the communications industry, operators of the project management, key action of were standardization research, standardize the behavior of project management of provincial, municipal, made useful exploration to improve the telecom operators for the project management level.%针对电信运营商内部省公司与地市公司两级管理模式下工程建设项目管理中存在的问题,本文运用美国项目管理学会(PMI)的项目管理知识体系工具,并结合通信行业特点,对运营商工程项目管理关键动作进行了标准化研究,规范了省公司、地市公司的项目管理行为,为提高电信运营商项目管理水平进行了有益的探索。

  5. 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…

  6. 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.

  7. 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

  8. Proceedings of the Canadian Institute conference on supply chain management in the oil and gas industry : major capital construction projects, maintenance, repair and operations

    International Nuclear Information System (INIS)

    2005-01-01

    Many companies are now being forced to focus on careful budgeting to ensure that the capital costs of large-scale construction projects do not exceed their budgets. Operators are now investigating the role of supply chain management in reducing project costs. This conference provided a forum for the discussion of issues related to large construction projects for supply chain management in the oil and gas industry. Participants at the conference discussed methods of negotiating with contractors in order to manage higher prices for steel and other commodities. Best practices for maintaining effective purchaser-contractor relations were discussed along with cost benchmarks in contracts and management planning techniques for supply chain processes. The benefits of adopting vendor-managed inventory systems were also examined. Sourcing strategies were presented and issues related to transportation were reviewed along with various planning models. The conference featured 16 presentations. tabs., figs

  9. 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...

  10. 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

  11. Crisis Management- Operational Logistics & Asset Visibility Technologies

    National Research Council Canada - National Science Library

    Braunbeck, Richard A; Mastria, Michael F

    2006-01-01

    The purpose of this MBA Project was to identify and explore logistical frameworks that leverage technology to overcome problems associated with coordinated logistics operations during crisis management...

  12. Operating room manager game

    NARCIS (Netherlands)

    Hans, Elias W.; Nieberg, T.

    2007-01-01

    The operating room (OR) department of a hospital forms the heart of the organization, where the single largest cost is incurred. This document presents and reports on the “Operating Room Manager Game,” developed to give insight into managing a large hospital's OR department at various levels of

  13. Operations management system

    Science.gov (United States)

    Brandli, A. E.; Eckelkamp, R. E.; Kelly, C. M.; Mccandless, W.; Rue, D. L.

    1990-01-01

    The objective of an operations management system is to provide an orderly and efficient method to operate and maintain aerospace vehicles. Concepts are described for an operations management system and the key technologies are highlighted which will be required if this capability is brought to fruition. Without this automation and decision aiding capability, the growing complexity of avionics will result in an unmanageable workload for the operator, ultimately threatening mission success or survivability of the aircraft or space system. The key technologies include expert system application to operational tasks such as replanning, equipment diagnostics and checkout, global system management, and advanced man machine interfaces. The economical development of operations management systems, which are largely software, will require advancements in other technological areas such as software engineering and computer hardware.

  14. 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.

  15. 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...

  16. 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

  17. Operations management for construction

    CERN Document Server

    March, Chris

    2009-01-01

    Students studying construction management and related subjects need to have a broad understanding of the major aspects of controlling the building processes. Operations Management for Construction is one of three textbooks (Business Organisation, Operations Management and Finance Control) written to systematically cover the field. Focusing on construction sites and operations which are challenging to run, Chris March explores issues such as the setting up of the site, the deciding of the methodology of construction, and the sequence of work and resourcing. As changing and increasing regulations affect the way sites are managed, he also considers the issues and methods of successful administering, safety, quality and environment. Finally, the contractor's responsibility to the environment, including relationships with third parties, selection of materials, waste management and sustainability is discussed. Chris March has a wealth of practical experience in the construction industry, as well as considerable exp...

  18. Aircraft operations management manual

    Science.gov (United States)

    1992-01-01

    The NASA aircraft operations program is a multifaceted, highly diverse entity that directly supports the agency mission in aeronautical research and development, space science and applications, space flight, astronaut readiness training, and related activities through research and development, program support, and mission management aircraft operations flights. Users of the program are interagency, inter-government, international, and the business community. This manual provides guidelines to establish policy for the management of NASA aircraft resources, aircraft operations, and related matters. This policy is an integral part of and must be followed when establishing field installation policy and procedures covering the management of NASA aircraft operations. Each operating location will develop appropriate local procedures that conform with the requirements of this handbook. This manual should be used in conjunction with other governing instructions, handbooks, and manuals.

  19. Treasury operations management

    OpenAIRE

    Laurențiu Dumitru ANDREI; Petre BREZEANU

    2014-01-01

    Amid the globalization and centralization of treasury operations, establishing the principles for their optimal management is the instrument by means of which economic stability, market dynamics and standards of living can be ensured. The directions of these principles, as well as their flexibility, depend on correctly identifying the objectives of the financial management planning of treasury operations, in compliance with European and international policies related to this area.

  20. 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…

  1. 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).

  2. 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

  3. Use of Satellite SAR Data for Seismic Risk Management: Results from the Pre-Operational ASI-SIGRIS Project

    Science.gov (United States)

    Salvi, Stefano; Vignoli, Stefano; Zoffoli, Simona; Bosi, Vittorio

    2010-12-01

    The scope of the SIGRIS pilot project is the development of an infrastructure to provide value-added information services for the seismic risk management, assuring a close integration between ground-based and satellite Earth Observation data. The project is presently in the demonstration phase, and various information products are constantly generated and disseminated to the main user, the Italian Civil Protection Department. We show some examples of the products generated during the Crisis management of the 2009 L'Aquila earthquake in Central Italy. We also show an example of products generated for the Knowledge and Prevention service in support of the seismic hazard assessment in the area of the Straits of Messina.

  4. Health care operations management

    NARCIS (Netherlands)

    Carter, M.W.; Hans, Elias W.; Kolisch, R.

    2012-01-01

    Health care operations management has become a major topic for health care service providers and society. Operations research already has and further will make considerable contributions for the effective and efficient delivery of health care services. This special issue collects seven carefully

  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. Management of Port Operations

    OpenAIRE

    Gheorghe BASANU; Georgiana NUKINA

    2011-01-01

    The Management of port operation requires the proper and efficient use of port facility, equipment for cargo handling, berth facilities, waterways and roads. It also entails the use of effective communications system, storage facilities, and dockworkers. The whole activities mentioned above form the bulk of port operations. The aspiration of port operator is to get cargo through the gateway of ports as fast as possible on to other modes of transport (rail or road) with a minimal cost to them ...

  7. Strategic Psychological Operations management

    OpenAIRE

    Sokoloski, Joseph A.

    2005-01-01

    United States Military Psychological Operations are engaged in a type of mass marketing of ideas. To accomplish this The United States Army Civil Affairs and Psychological Operations Command (USACAPOC) employs active and reserve PSYOP units to conduct PSYOP campaigns. However the methodology used to manage these campaigns often hinders the effective employment of timely and effective Psychological Operations. PSYOP has a difficult job to accomplish but PSYOP does not have the proper managemen...

  8. Wind Energy Management System EMS Integration Project: Incorporating Wind Generation and Load Forecast Uncertainties into Power Grid Operations

    Energy Technology Data Exchange (ETDEWEB)

    Makarov, Yuri V.; Huang, Zhenyu; Etingov, Pavel V.; Ma, Jian; Guttromson, Ross T.; Subbarao, Krishnappa; Chakrabarti, Bhujanga B.

    2010-01-01

    unique features make this work a significant step forward toward the objective of incorporating of wind, solar, load, and other uncertainties into power system operations. Currently, uncertainties associated with wind and load forecasts, as well as uncertainties associated with random generator outages and unexpected disconnection of supply lines, are not taken into account in power grid operation. Thus, operators have little means to weigh the likelihood and magnitude of upcoming events of power imbalance. In this project, funded by the U.S. Department of Energy (DOE), a framework has been developed for incorporating uncertainties associated with wind and load forecast errors, unpredicted ramps, and forced generation disconnections into the energy management system (EMS) as well as generation dispatch and commitment applications. A new approach to evaluate the uncertainty ranges for the required generation performance envelope including balancing capacity, ramping capability, and ramp duration has been proposed. The approach includes three stages: forecast and actual data acquisition, statistical analysis of retrospective information, and prediction of future grid balancing requirements for specified time horizons and confidence levels. Assessment of the capacity and ramping requirements is performed using a specially developed probabilistic algorithm based on a histogram analysis, incorporating all sources of uncertainties of both continuous (wind and load forecast errors) and discrete (forced generator outages and start-up failures) nature. A new method called the “flying brick” technique has been developed to evaluate the look-ahead required generation performance envelope for the worst case scenario within a user-specified confidence level. A self-validation algorithm has been developed to validate the accuracy of the confidence intervals.

  9. 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...

  10. 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....

  11. 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.

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

    Science.gov (United States)

    Lively, William R.

    2014-01-01

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

  13. 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...

  14. Science Operations Management

    Science.gov (United States)

    Squibb, Gael F.

    1984-10-01

    The operation teams for the Infrared Astronomical Satellite (IRAS) included scientists from the IRAS International Science Team. The scientific decisions on an hour-to-hour basis, as well as the long-term strategic decisions, were made by science team members. The IRAS scientists were involved in the analysis of the instrument performance, the analysis of the quality of the data, the decision to reacquire data that was contaminated by radiation effects, the strategy for acquiring the survey data, and the process for using the telescope for additional observations, as well as the processing decisions required to ensure the publication of the final scientific products by end of flight operations plus one year. Early in the project, two science team members were selected to be responsible for the scientific operational decisions. One, located at the operations control center in England, was responsible for the scientific aspects of the satellite operations; the other, located at the scientific processing center in Pasadena, was responsible for the scientific aspects of the processing. These science team members were then responsible for approving the design and test of the tools to support their responsibilities and then, after launch, for using these tools in making their decisions. The ability of the project to generate the final science data products one year after the end of flight operations is due in a large measure to the active participation of the science team members in the operations. This paper presents a summary of the operational experiences gained from this scientific involvement.

  15. Progress of the radioactive waste management at the Dalat Nuclear Research Institute and the role of an IAEA technical co-operation project in this process

    International Nuclear Information System (INIS)

    Nang, N.T.; Ngoc, O.V.; Nhu Thuy, T.T.; Nghi, D.V.; Thu, N.T.

    2002-01-01

    At present, the main radioactive waste generator in Vietnam is the Dalat Nuclear Research Institute (DNRI). For safe management of radioactive waste generated from this nuclear center, in 1982 Soviet specialists newly constructed one combined technology system for low level radioactive waste management. The existing system consists of two main parts, a Liquid Radioactive Waste Treatment Station and a Storage/Disposal Facility. The liquid treatment station can in principle meet the needs for this nuclear center but disposal technology and storage/disposal facilities are not good enough both with respect to safety and economy, especially the storage/disposal facility placed in Dalat, the tourist city. In order to help DNRI and Vietnam to solve the radioactive waste management problem, the IAEA Technical Co-operation (TC) project VIE/9/007 was implemented in Vietnam. The facilities and IAEA experts provided under this project gradually help to develop radioactive waste management at DNRI, Vietnam. This paper outlines progress under way in the management of the radioactive waste at the Nuclear Research Institute (NRI), Dalat, Vietnam, and the role of the IAEA Technical Co-operation (TC) project in this process. (author)

  16. 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.

  17. 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

  18. 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…

  19. SAT project introduction: management issues

    International Nuclear Information System (INIS)

    Kazennov, A.Yu.

    1998-01-01

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

  20. 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.)

  1. 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

  2. Operations Acceptance Management

    OpenAIRE

    Suchá, Ivana

    2010-01-01

    This paper examines the process of Operations Acceptance Management, whose main task is to control Operations Acceptance Tests (OAT). In the first part the author focuses on the theoretical ground for the problem in the context of ITSM best practices framework ITIL. Benefits, process pitfalls and possibilities for automation are discussed in this part. The second part contains a case study of DHL IT Services (Prague), where a solution optimizing the overall workflow was implemented using simp...

  3. 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.

  4. 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

  5. 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 ...

  6. Mission operations management

    Science.gov (United States)

    Rocco, David A.

    1994-01-01

    Redefining the approach and philosophy that operations management uses to define, develop, and implement space missions will be a central element in achieving high efficiency mission operations for the future. The goal of a cost effective space operations program cannot be realized if the attitudes and methodologies we currently employ to plan, develop, and manage space missions do not change. A management philosophy that is in synch with the environment in terms of budget, technology, and science objectives must be developed. Changing our basic perception of mission operations will require a shift in the way we view the mission. This requires a transition from current practices of viewing the mission as a unique end product, to a 'mission development concept' built on the visualization of the end-to-end mission. To achieve this change we must define realistic mission success criteria and develop pragmatic approaches to achieve our goals. Custom mission development for all but the largest and most unique programs is not practical in the current budget environment, and we simply do not have the resources to implement all of our planned science programs. We need to shift our management focus to allow us the opportunity make use of methodologies and approaches which are based on common building blocks that can be utilized in the space, ground, and mission unique segments of all missions.

  7. 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...

  8. 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...

  9. 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...

  10. Risk management in public sector construction projects: Case ...

    African Journals Online (AJOL)

    a project environment. Since projects are complicated, experience ... work, delays trigger cost overruns in construction projects (African. Development Bank ..... quantity surveying, contract management, and engineering. Table 4: Research ..... professionals at the business and operational levels of construction management.

  11. 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...

  12. Feasibility study report for Operable Unit 4: Fernald Environmental Management Project, Fernald, Ohio: Remedial investigation and feasibility study: Volume 3: Final report

    International Nuclear Information System (INIS)

    1994-02-01

    This report documents the Feasibility Study (FS) phase of the Fernald Environmental Management Project (FEMP) Operable Unit 4 Remedial Investigation/Feasibility Study (RI/FS) Program. The FEMP, formerly known as the Feed Materials Production Center (FMPC), is a US Department of Energy (DOE) facility that operated from 1952 to 1989. The facility's primarily function was to provide high purity uranium metal products to support United States defense programs. Production operations were suspended in 1989 to focus on environmental restoration and waste management activities at the facility. The RI/FS is being conducted pursuant to the terms of a Consent Agreement between DOE and the US Environmental Protection Agency (EPA) under Sections 120 and 106(a) of the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), as amended. The Ohio Environmental Protection Agency (OEPA) is also participating in the RI/FS process at the FEMP through direct involvement in program review meetings and technical review of project documentation. The objective of the RI/FS process is to gather information to support an informed risk management decision regarding which remedy appears to be the most appropriate action for addressing the environmental concerns identified at the FEMP. This volume contains appendices F--J

  13. 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.

  14. 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

  15. 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…

  16. Managing operational paradoxes

    International Nuclear Information System (INIS)

    Olson, J.; Baker, K.; Thurber, J.

    1992-01-01

    The economic, regulatory, and social environment of commercial nuclear power has changed dramatically in the last 10 yr. In addition to the increased regulatory pressure resulting from the Three Mile Island incident and other factors, nuclear utilities have experienced increasing financial pressure from state public utility commissions and investors. To successfully manage nuclear power plants in today's environment requires different skills and strategies than were required 10 yr ago. External pressures on the utility and plant organization have created a series of operational paradoxes unmatched in the history of commercial nuclear power. This paper is based on a synthesis of findings and observations from a series of studies conducted by the authors over the past 10 yr. The authors identify a series of specific paradoxes facing managers of nuclear power plants and suggest several strategies for managing these paradoxes

  17. 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...

  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. 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

  20. SDDOT transportation systems management & operations program plan.

    Science.gov (United States)

    2016-06-01

    The objective of this project is the development of a comprehensive Transportation Systems Management and : Operations (TSM&O) Program Plan for the South Dakota Department of Transportation. This plan guides : business planning and strategic decision...

  1. 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

  2. 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.

  3. 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.

  4. 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.

  5. Playing in Operations Management

    Directory of Open Access Journals (Sweden)

    Laura Guitart-Tarrés

    2017-06-01

    Full Text Available The current model of competency-based learning requires new tools that allow students to develop these competencies and become active subjects of their learning (rather than passive receivers of a contents. Gamification or ludification is becoming an innovative trend in many areas, also in higher education. Games can provide a useful environment for students to acquire professional skills, a fact that is much more difficult to acquire through traditional learning methods. In that sense, this paper presents the experience of designing a game for Operations Management students.

  6. 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

  7. Nurse managers' challenges in project management.

    Science.gov (United States)

    Suhonen, Marjo; Paasivaara, Leena

    2011-11-01

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

  8. 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

  9. 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...

  10. 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

  11. 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

  12. 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

  13. 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...

  14. Management of research and development project

    International Nuclear Information System (INIS)

    Go, Seok Hwa; Hong Jeong Yu; Hyun, Byeong Hwan

    2010-12-01

    This book introduces summary on management of research and development project, prepare of research and development with investigation and analysis of paper, patent and trend of technology, structure of project, management model, management of project, management of project range, management of project time, management of project cost, management of project goods, management of project manpower, management of communication, management of project risk, management of project supply, management of outcome of R and D, management of apply and enroll of patent and management of technology transfer.

  15. 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,…

  16. 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.

  17. Risk management in nuclear projects

    International Nuclear Information System (INIS)

    Salles, Claudio J.R.

    2002-01-01

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

  18. 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.

  19. 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...

  20. 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.

  1. 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

  2. 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

  3. Phased project planning and development in anticipation of operational programs

    Science.gov (United States)

    Stroud, W. G.

    1973-01-01

    The impact of future operational status on the planning and execution of the research and development activities for major space flight projects is assessed. These projects, within NASA, are part of the Applications Program involving communications and meteorology. The NASA management approach to these projects is determined by national policies governing the responsibilities and relationships among the various government agencies and private industries.

  4. 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.

  5. 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...

  6. 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)

  7. 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.

  8. Towards improved water management in Haryana State; final report of the Indo-Dutch Operational Research Project on Hydrological Studies

    NARCIS (Netherlands)

    Agarwal, M.C.; Roest, C.J.W.

    1996-01-01

    Surface water and groundwater flow to the central inland depression, which causes rising water-tables, waterlogging and salinity problems. Technologies were developed for efficient on-farm water management, conjunctive use of saline and fresh water. Criteria were developed for drainage with a

  9. Forest operations for ecosystem management

    Science.gov (United States)

    Robert B. Rummer; John Baumgras; Joe McNeel

    1997-01-01

    The evolution of modern forest resource management is focusing on ecologically sensitive forest operations. This shift in management strategies is producing a new set of functional requirements for forest operations. Systems to implement ecosystem management prescriptions may need to be economically viable over a wider range of piece sizes, for example. Increasing...

  10. 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.

  11. 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

  12. 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.

  13. Application of project management in technology improvement of Qinshan III

    International Nuclear Information System (INIS)

    Liu Xiaonian

    2008-01-01

    During the operation of Qinshan III, many engineering modifications and renovation projects are being carried out. Advanced international project management methodologies accustomed to the policy and organizational characteristics of TQNPC were applied to the management of these projects. After practical application and development of these methodologies, the company finally sets up its own classification of project management system. The project management system is introduced and discussed for its evolving direction in this paper. (authors)

  14. 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....

  15. 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

  16. 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.

  17. 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.

  18. Designing for transportation management and operations : a primer.

    Science.gov (United States)

    2013-02-01

    This primer is focused on the collaborative and systematic consideration of management and operations during transportation : project design and development. This is termed designing for operations. Effectively designing for operations involves...

  19. 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…

  20. Digital Advertising Traffic Operation: Flow Management Analysis

    OpenAIRE

    Mas, Massimiliano Dal

    2017-01-01

    In a Web Advertising Traffic Operation the Trafficking Routing Problem (TRP) consists in scheduling the management of Web Advertising (Adv) campaign between Trafficking campaigns in the most efficient way to oversee and manage relationship with partners and internal teams, managing expectations through integration and post-launch in order to ensure success for every stakeholders involved. For our own interest we did that independent research projects also through specific innovative tasks val...

  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. 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...

  4. 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...

  5. 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.

  6. 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)

  7. Wind Energy Management System Integration Project Incorporating Wind Generation and Load Forecast Uncertainties into Power Grid Operations

    Energy Technology Data Exchange (ETDEWEB)

    Makarov, Yuri V.; Huang, Zhenyu; Etingov, Pavel V.; Ma, Jian; Guttromson, Ross T.; Subbarao, Krishnappa; Chakrabarti, Bhujanga B.

    2010-09-01

    features make this work a significant step forward toward the objective of incorporating of wind, solar, load, and other uncertainties into power system operations. In this report, a new methodology to predict the uncertainty ranges for the required balancing capacity, ramping capability and ramp duration is presented. Uncertainties created by system load forecast errors, wind and solar forecast errors, generation forced outages are taken into account. The uncertainty ranges are evaluated for different confidence levels of having the actual generation requirements within the corresponding limits. The methodology helps to identify system balancing reserve requirement based on a desired system performance levels, identify system “breaking points”, where the generation system becomes unable to follow the generation requirement curve with the user-specified probability level, and determine the time remaining to these potential events. The approach includes three stages: statistical and actual data acquisition, statistical analysis of retrospective information, and prediction of future grid balancing requirements for specified time horizons and confidence intervals. Assessment of the capacity and ramping requirements is performed using a specially developed probabilistic algorithm based on a histogram analysis incorporating all sources of uncertainty and parameters of a continuous (wind forecast and load forecast errors) and discrete (forced generator outages and failures to start up) nature. Preliminary simulations using California Independent System Operator (California ISO) real life data have shown the effectiveness of the proposed approach. A tool developed based on the new methodology described in this report will be integrated with the California ISO systems. Contractual work is currently in place to integrate the tool with the AREVA EMS system.

  8. 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.

  9. 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

  10. HBR guide to project management

    CERN Document Server

    Harvard Business Review

    2013-01-01

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

  11. 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. .

  12. 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.

  13. 24 CFR 990.275 - Project-based management (PBM).

    Science.gov (United States)

    2010-04-01

    ... 24 Housing and Urban Development 4 2010-04-01 2010-04-01 false Project-based management (PBM). 990... URBAN DEVELOPMENT THE PUBLIC HOUSING OPERATING FUND PROGRAM Asset Management § 990.275 Project-based... of rental housing at the project level. Under PBM, these property management services are arranged...

  14. 7 CFR 3560.102 - Housing project management.

    Science.gov (United States)

    2010-01-01

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

  15. The embedded operating system project

    Science.gov (United States)

    Campbell, R. H.

    1984-01-01

    This progress report describes research towards the design and construction of embedded operating systems for real-time advanced aerospace applications. The applications concerned require reliable operating system support that must accommodate networks of computers. The report addresses the problems of constructing such operating systems, the communications media, reconfiguration, consistency and recovery in a distributed system, and the issues of realtime processing. A discussion is included on suitable theoretical foundations for the use of atomic actions to support fault tolerance and data consistency in real-time object-based systems. In particular, this report addresses: atomic actions, fault tolerance, operating system structure, program development, reliability and availability, and networking issues. This document reports the status of various experiments designed and conducted to investigate embedded operating system design issues.

  16. 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

  17. 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.

  18. Managing complexity challenges for industrial engineering and operations management

    CERN Document Server

    López-Paredes, Adolfo; Pérez-Ríos, José

    2014-01-01

    This book presents papers by experts in the field of Industrial Engineering, covering topics in business strategy; modelling and simulation in operations research; logistics and production; service systems; innovation and knowledge; and project management. The focus of operations and production management has evolved from product and manufacturing to the capabilities of firms and collaborative management. Nowadays, Industrial Engineering is concerned with the study of how to design, modify, control and improve the performance of complex systems. It has extended its scope to any physical landscape populated by social agents. This raises a major challenge to Industrial Engineering:  managing complexity. This volume shows how experts are dealing with this challenge.

  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. Accelerator operation management using objects

    Energy Technology Data Exchange (ETDEWEB)

    Nishimura, H.; Timossi, C.; Valdez, M.

    1995-04-01

    Conflicts over control of shared devices or resources in an accelerator control system, and problems that can occur due to applications performing conflicting operations, are usually resolved by accelerator operators. For these conflicts to be detected by the control system, a model of accelerator operation must be available to the system. The authors present a design for an operation management system addressing the issues of operations management using the language of Object-Oriented Design (OOD). A possible implementation using commercially available software tools is also presented.

  1. Accelerator operation management using objects

    International Nuclear Information System (INIS)

    Nishimura, H.; Timossi, C.; Valdez, M.

    1995-01-01

    Conflicts over control of shared devices or resources in an accelerator control system, and problems that can occur due to applications performing conflicting operations, are usually resolved by accelerator operators. For these conflicts to be detected by the control system, a model of accelerator operation must be available to the system. The authors present a design for an operation management system addressing the issues of operations management using the language of Object-Oriented Design (OOD). A possible implementation using commercially available software tools is also presented

  2. Operational forest management planning methods: proceedings, meeting of steering systems project group, International Union of Forestry Research Organizations, Bucharest, Romania, June 18-24, 1978

    Science.gov (United States)

    Daniel Navon

    1978-01-01

    These 14 papers were submitted to a conference of Project Group P4.07 Division IV, International Union of Forestry Research Organizations. Topics discussed included the uses of simulations, analytical techniques, and mathematical programming techniques in land management planning, reforestation programs, intensive forestry, timber management and production, tree growth...

  3. The embedded operating system project

    Science.gov (United States)

    Campbell, R. H.

    1985-01-01

    The design and construction of embedded operating systems for real-time advanced aerospace applications was investigated. The applications require reliable operating system support that must accommodate computer networks. Problems that arise in the construction of such operating systems, reconfiguration, consistency and recovery in a distributed system, and the issues of real-time processing are reported. A thesis that provides theoretical foundations for the use of atomic actions to support fault tolerance and data consistency in real-time object-based system is included. The following items are addressed: (1) atomic actions and fault-tolerance issues; (2) operating system structure; (3) program development; (4) a reliable compiler for path Pascal; and (5) mediators, a mechanism for scheduling distributed system processes.

  4. Projection operator techniques in nonequilibrium statistical mechanics

    International Nuclear Information System (INIS)

    Grabert, H.

    1982-01-01

    This book is an introduction to the application of the projection operator technique to the statistical mechanics of irreversible processes. After a general introduction to the projection operator technique and statistical thermodynamics the Fokker-Planck and the master equation approach are described together with the response theory. Then, as applications the damped harmonic oscillator, simple fluids, and the spin relaxation are considered. (HSI)

  5. 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)

  6. Description of a project management system software tool (Sugar)

    International Nuclear Information System (INIS)

    Saito, T.

    2000-01-01

    Toshiba has developed a project management tool that can be applied to large-scale and complicated projects such as the outage of a nuclear power station. The project management tool (Sugar) which Toshiba developed is excellent in operative visibility and extendibility, and has been developed from the beginning for use in nuclear periodic-inspection project control. Here, the development circumstances of this project management tool (Sugar) and the feature are described, and an easy demonstration is provided as an example. (author)

  7. Reinventing project management the diamond approach to successful growth & innovation

    CERN Document Server

    Shenhar, Aaron J.

    2007-01-01

    Projects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects fail--largely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alike--as part of operations. Based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, "Reinventing Project Management" provides a new and highly adaptive model for planning and managing projects to achieve superior business results.

  8. 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

  9. Operational waste volume projection. Revision 20

    International Nuclear Information System (INIS)

    Koreski, G.M.; Strode, J.N.

    1994-01-01

    Waste receipts to the double-shell tank system are analyzed and wastes through the year 2015 are projected based on generation trends of the past 12 months. A computer simulation of site operations is performed, which results in projections of tank fill schedules, tank transfers, evaporator operations, tank retrieval, and aging waste tank usage. This projection incorporates current budget planning and the clean-up schedule of the Tri-Party Agreement. Assumptions were current as of July 1994

  10. 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....

  11. 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...

  12. Power Production Management of Three Gorges Project

    Institute of Scientific and Technical Information of China (English)

    Zhang Cheng

    2010-01-01

    @@ The Three Gorges Hydropower Plant is the one with the largest installed capacity in the world today and has a decisive and important influence upon the security of the national power grids. It has been operated stably and supplied the East China, Central China, South China,Sichuan and Chongqing with clean renewable energy. This paper presents the management of the project's dispatch, operation and maintenance and puts forward new ideas and new methods for the plant management, which may provide valuable references for the operation of oversized hydropower plants.

  13. 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

  14. Waste Management Operations Program

    International Nuclear Information System (INIS)

    Sease, J.D.

    1983-01-01

    The major function of the Program is to operate the Laboratory's systems and facilities for collecting and disposing of radioactive gaseous, liquid, and solid wastes. This includes collection and shallow land burial of about 2000 m 3 of β-γ contaminated waste and retrievable storage of about 60 m 3 of transuranium contaminated waste annually; ion-exchange treatment and release to the environment of about 450 x 10 3 m 3 of slightly contaminated water; volume reduction by evaporation of about 5000 m 3 of intermediate-level liquid waste followed by hydrofracture injection of the concentrate; and scrubbing and/or filtration of the gases from radioactive operations prior to release to the atmosphere. In addition, this year disposal of about 350,000 gal of radioactive sludge from the old (no longer in service) gunite tanks began. Operations are in conformance with rules and regulations presently applicable to ORNL. This Program is responsible for planning and for development activities for upgrading the facilities, equipment, and procedures for waste disposal to ensure ORNL work incorporates the latest technology. Major (line-item) new facilities are provided as well as substantial (GPP) upgrading of old facilities. These activities as well as the technical and engineering support to handle them are discussed

  15. 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.

  16. Tianwan nuclear power plant operation and management practices

    International Nuclear Information System (INIS)

    Gu Yingbing

    2010-01-01

    Tianwan Nuclear Power Station is a high-tech cooperation project in nuclear sector in the spirit of promoting the political relationship, economic trading and international strategic partnership between China and Russia. It was listed as one of the key nuclear projects to be constructed during the 'Ninth Five-Year' Plan. In this article the author summarizes and feedbacks the practices of operation management in Tianwan Nuclear Power Station in 7 aspects of safety culture construction, operation team building, daily operation management, operation document management, plant chemistry control and management, solid, liquid and gaseous waste management and control of operation performance indicators. (author)

  17. Organizational structures of companies versus project management effectiveness

    Directory of Open Access Journals (Sweden)

    Joanna Haffer

    2012-12-01

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

  18. User's operating procedures. Volume 2: Scout project financial analysis program

    Science.gov (United States)

    Harris, C. G.; Haris, D. K.

    1985-01-01

    A review is presented of the user's operating procedures for the Scout Project Automatic Data system, called SPADS. SPADS is the result of the past seven years of software development on a Prime mini-computer located at the Scout Project Office, NASA Langley Research Center, Hampton, Virginia. SPADS was developed as a single entry, multiple cross-reference data management and information retrieval system for the automation of Project office tasks, including engineering, financial, managerial, and clerical support. This volume, two (2) of three (3), provides the instructions to operate the Scout Project Financial Analysis program in data retrieval and file maintenance via the user friendly menu drivers.

  19. User's operating procedures. Volume 1: Scout project information programs

    Science.gov (United States)

    Harris, C. G.; Harris, D. K.

    1985-01-01

    A review of the user's operating procedures for the Scout Project Automatic Data System, called SPADS is given. SPADS is the result of the past seven years of software development on a Prime minicomputer located at the Scout Project Office. SPADS was developed as a single entry, multiple cross reference data management and information retrieval system for the automation of Project office tasks, including engineering, financial, managerial, and clerical support. The instructions to operate the Scout Project Information programs in data retrieval and file maintenance via the user friendly menu drivers is presented.

  20. 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.

  1. 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.

  2. 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...

  3. 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...

  4. Operations management in health care.

    Science.gov (United States)

    Henderson, M D

    1995-01-01

    Health care operations encompass the totality of those health care functions that allow those who practice health care delivery to do so. As the health care industry undergoes dramatic reform, so will the jobs of those who manage health care delivery systems. Although health care operations managers play one of the most vital and substantial roles in the new delivery system, the criteria for their success (or failure) are being defined now. Yet, the new and vital role of the operations manager has been stunted in its development, which is primarily because of old and outdated antipathy between hospital administrators and physicians. This article defines the skills and characteristics of today's health care operations managers.

  5. 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

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

    International Nuclear Information System (INIS)

    Trowsdale, R.

    2006-01-01

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

  7. 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.

  8. 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

  9. 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

  10. 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....

  11. 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.

  12. Applications to waste management operations

    International Nuclear Information System (INIS)

    Paine, D.; Uresk, V.; Schreckhise, R.G.

    1977-01-01

    Ecological studies of the 200 Area plateau waste management environs have provided preliminary answers to questions concerning the environmental health of associated biota, potential for radionuclide transport through the biotic system and risk to man. More importantly creation of this ecological data base provides visible evidence of environmental expertise so essential for maintenance of continued public confidence in waste management operations

  13. Managing for nuclear operational effectiveness

    International Nuclear Information System (INIS)

    Nevins, P.A.; Kasperski, D.C.

    1990-01-01

    The nuclear energy industry worldwide is changing, with significant implications for nuclear utility managers. While the UK and US nuclear industries have many differences, a number of the lessons learned in the US have direct applicability to the UK. Just as the physics behind nuclear power transcends political boundaries, so do many of the management techniques that are necessary to run an efficient and sound operation. The US nuclear industry is no longer a construction-based industry, as it has been for years. As nuclear construction slows or stops in many parts of the world and nuclear power comes under increased scrutiny everywhere, the industry is shifting away from a construction emphasis and towards an operations and maintenance emphasis. In North America more than one-half of nuclear executives believe that plant operating and maintenance costs, and not construction-related problems, are their number one concern. Furthermore, when asked what actions they would expect to take as a result of this concern, the majority indicated that the actions would be management-related for the most part, and included items such as: emphasize operating improvements, emphasize management improvements, upgrade outage management and maintenance management programs, increase senior management involvement and set management performance criteria. (author)

  14. Projected evolution superoperators and the density operator

    International Nuclear Information System (INIS)

    Turner, R.E.; Dahler, J.S.; Snider, R.F.

    1982-01-01

    The projection operator method of Zwanzig and Feshbach is used to construct the time dependent density operator associated with a binary scattering event. The formula developed to describe this time dependence involves time-ordered cosine and sine projected evolution (memory) superoperators. Both Schroedinger and interaction picture results are presented. The former is used to demonstrate the equivalence of the time dependent solution of the von Neumann equation and the more familiar frequency dependent Laplace transform solution. For two particular classes of projection superoperators projected density operators are shown to be equivalent to projected wave functions. Except for these two special cases, no projected wave function analogs of projected density operators exist. Along with the decoupled-motions approximation, projected interaction picture density operators are applied to inelastic scattering events. Simple illustrations are provided of how this formalism is related to previously established results for two-state processes, namely, the theory of resonant transfer events, the first order Magnus approximation, and the Landau-Zener theory

  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. Operations Management and Curriculum Design.

    Science.gov (United States)

    Slack, Nigel

    1983-01-01

    The last few years have seen developments in the academic treatment of operations management which both broaden the subject to include a much wider range of industries in the nonmanufacturing sectors and place the operations function in a more strategic context. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1 4YX, England) (SSH)

  19. Incidence and Management Costs of Freshwater Aquatic Nuisance Species at Projects Operated by the U.S. Army Corps of Engineers

    Science.gov (United States)

    2010-07-01

    the occurrence of ANS impacts (Yes or No) from freshwater algae, large aquatic plants, fish, zebra mussels, Asiatic clams, water fleas, crayfish...2005. Freshwater aquatic nuisance species impacts and management costs and benefits at federal water resources projects. ERDC/TN ANSRP-06-3...ER D C/ EL T R- 10 -1 3 Aquatic Nuisance Species Research Program Incidence and Management Costs of Freshwater Aquatic Nuisance Species

  20. 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

  1. 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

  2. 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.

  3. 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...

  4. Test report : Dallas Integrated Corridor Management (ICM) demonstration project.

    Science.gov (United States)

    2015-05-01

    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 informa...

  5. Final report : Dallas Integrated Corridor Management (ICM) Demonstration Project.

    Science.gov (United States)

    2015-08-01

    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...

  6. Nuclear power. Volume 2: nuclear power project management

    International Nuclear Information System (INIS)

    Anon.

    1980-01-01

    The following topics are discussed: review of nuclear power plants; licensing procedures; safety analysis; project professional services; quality assurance and project organization; construction, scheduling and operation; construction, scheduling and operation; nuclear fuel handling and fuel management; and plant cost management. 116 references, 115 figures, 33 tables

  7. Quark shell model using projection operators

    International Nuclear Information System (INIS)

    Ullah, N.

    1988-01-01

    Using the projection operators in the quark shell model, the wave functions for proton are calculated and expressions for calculating the wave function of neutron and also magnetic moment of proton and neutron are derived. (M.G.B.)

  8. Digital Handover of Data from Building Projects to Building Operation

    DEFF Research Database (Denmark)

    Jensen, Per Anker

    2006-01-01

    pro-jects to building operation. This project started in 2004 with research and analyses fol-lowed by development of a proposal for client requirements and in 2005 a first test on a real construction project has been carried out. After revision of the requirements a second test will be started early...... and construction and on the other side in building opera-tion and facilities management. In Denmark the government has launched a development program called Digital Construction and one of the projects concerns specifying require-ments for building clients in relation to digital handover of data from construction...... by a consortium called DACaPo consisting of a building client/facilities manager, a consulting company, a contractor and a university institute. This paper presents some of the results from the project with the main focus on the initial research....

  9. 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.

  10. 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.

  11. 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

  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. 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

  14. Linking Theory with Practice: Undergraduate Project Management with School-Age Children.

    Science.gov (United States)

    Falkenberg, Loren; Russell, Randy; Ricker, Lynne

    2000-01-01

    Management students taught basic business concepts to sixth graders and managed business projects with them. The management students applied knowledge of marketing, human resources, and operations management and developed reflective learning skills through project reports and coaching sessions. (SK)

  15. 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 ...

  16. 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....

  17. 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

  18. 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...

  19. 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.

  20. Management systems in production operations

    International Nuclear Information System (INIS)

    Walters, K.B.; Henderson, G.

    1993-01-01

    The Cullen Enquiry into the Piper Alpha disaster in the U.K. North Sea recommended that an operator should formally present it's company Management System and demonstrate how safety is achieved throughout the life cycle of a platform, from design through operation to abandonment. Brunei Shell Petroleum has prepared a corporate level Safety Management System. As part of Safety Case work, the corporate system is being extended to include the development of specific Management Systems with particular emphasis on offshore production operations involving integrated oil and gas facilities. This paper will describe the development of Management Systems, which includes an intensive Business Process Analysis and will comment upon it's applicability and relationship to ISO 9000. The paper will further describe the applicability and benefits of Management Systems and offer guidance on required effort. The paper will conclude that development of structured Management Systems for safety critical business processes is worthwhile but prioritization of effort will be necessary. As such the full adoption of Management Systems will be directional in nature

  1. Enterprise risk management in international construction operations

    CERN Document Server

    Zhao, Xianbo; Low, Sui Pheng

    2015-01-01

    This book provides readers an understanding of the implementation of Enterprise Risk Management (ERM) for international construction operations. In an extended case study, it primarily focuses on Chinese construction firms (CCFs) based in Singapore. In this regard, the book explains the differences and similarities between Risk Management (RM), Project Risk Management (PRM) and ERM in the construction industry, and examines their linkages for international construction operations in a broader context. The explanation elaborates on how companies may adopt and implement RM, PRM and ERM as appropriate in their various operations, both in their home market as well as in overseas host markets. The book also reviews the whole spectrum of work relating to organizational behavior (OB) as one of the key underpinnings for companies to evaluate and implement ERM. It will benefit practitioners from the industry as well as academics interested in the implementation of ERM practices in international construction operat...

  2. User's operating procedures. Volume 3: Projects directorate information programs

    Science.gov (United States)

    Haris, C. G.; Harris, D. K.

    1985-01-01

    A review of the user's operating procedures for the scout project automatic data system, called SPADS is presented. SPADS is the results of the past seven years of software development on a prime mini-computer. SPADS was developed as a single entry, multiple cross-reference data management and information retrieval system for the automation of Project office tasks, including engineering, financial, managerial, and clerical support. This volume, three of three, provides the instructions to operate the projects directorate information programs in data retrieval and file maintenance via the user friendly menu drivers.

  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. 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.

  5. 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.

  6. Operations and supply chain management

    DEFF Research Database (Denmark)

    Coughlan, Paul; Draaijer, Domien; Godsell, Janet

    2016-01-01

    these competences for young faculty in relation to their ambitions and career choices. Design/methodology/approach – The paper is based upon the contributions made at European Operations Management Association 2014 Young Scholars Workshop (YSW). The theme and programme of the workshop was “Operations management...... – research and practice”. Findings – The paper outlines first the concept of the YSW, the evolution of themes and the specific focus of the 2014 workshop. It concludes with a reflection on the career development of O&SCM scholars, their potential role, as academics or practitioners, in the development of O...

  7. Joint Electromagnetic Spectrum Management Operations

    Science.gov (United States)

    2012-03-20

    promulgate command-specific policy and guidance for EMS use, the joint restricted frequency list (JRFL) process, the joint communications–electronics...joint communications–electronics operating instructions (JCEOI) and joint restricted frequency list (JRFL). Examples of FM include providing the...joint restricted frequency list Figure III-4. Joint Frequency Management Office Spectrum Management Process Chapter III III-10 JP 6-01 assignments

  8. Increased importance of humanware in Operations Management

    DEFF Research Database (Denmark)

    Christiansen, Thomas Bøhm

    Eksamens-paper til doctoral seminar in Operations Management på School of Management, Boston University......Eksamens-paper til doctoral seminar in Operations Management på School of Management, Boston University...

  9. 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.

  10. 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...

  11. 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...

  12. System supplier approach to projects and operations efficiency

    Energy Technology Data Exchange (ETDEWEB)

    Moe, P O [Siemens Offshore A/S (Norway)

    1994-12-31

    The conference paper outlines the most important elements for a new approach to project realisation that enable a cost reduction of 30-50% compared to conventional methods. The achievements are based on studies and evaluations to the Norwegian Vigdis development project. The system elements covered are the electrical and automation systems including safety and process control and all traditional phases of a project from concept design to the operational phase. The concept involves new principles for project execution where traditional borderlines and interfaces between the various participants have been redefined. Management attention has been verified as an important prerequisite for a successful implementation of this strategy. 2 figs.

  13. 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.

  14. 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...

  15. Environmental issues in operations management

    Science.gov (United States)

    Muthulingam, Suresh

    Adoption of sustainable operating practices is becoming an increasingly important issue for many organizations in the world today. In this dissertation, I use empirical methods to investigate factors that influence the adoption of sustainable practices and also identify issues that may hinder the adoption of such practices. I explore these issues in two diverse settings. In Chapter 1, I investigate the adoption and non-adoption of energy efficiency initiatives using a database of over 100,000 recommendations provided to more than 13,000 small and medium sized manufacturing firms. Even though the average payback across all recommendations is just over one year, many of these profitable opportunities are not implemented. Using a probit instrumental variable model, I identify four biases in the adoption of these recommendations. First, managers are myopic as they miss out on many profitable opportunities. Second, managers are more influenced by upfront costs than by net benefits when evaluating such initiatives. Third, adoption of a recommendation depends not only on its characteristics but also on the sequence in which the recommendations are presented. Adoption rates are higher for initiatives appearing early in a list of recommendations. Finally, adoption is not influenced by the number of options provided to decision makers. This contributes to the debate about whether or not choice overload occurs. We highlight decision biases previously unobserved in the Operations Management literature using field data rather than experimental data. We draw implications for enhancing adoption of energy efficiency initiatives and for other decision contexts where a collection of process improvement recommendations are made to firms. In Chapter 2, I examine the depth of adoption of the voluntary LEED (Leadership in Energy and Environmental Design) standards for green buildings. Depth of adoption refers to the extent to which the buildings adopt practices related to the standard

  16. 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.

  17. Operations management approach to hospitals.

    Science.gov (United States)

    Harvey, J; Duguay, C R

    1988-06-01

    An operations management systems approach can be a useful tool for coordinating and planning in a complex organization. The authors argue for adapting such an approach to health care from the manufacturing industries in order to facilitate strategy formulation, communication and implementation.

  18. 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 ...

  19. Cost management in a nuclear operating environment

    International Nuclear Information System (INIS)

    Steckel, J.K.; Gruber, C.O.

    1985-01-01

    This paper presents an integrated philosophy and program for managing costs in a nuclear operating environment. The ideas presented here are being used by Pennsyvania Power and Light Company (PPandL) at the Susquehanna Steam Electric Station. Three basic ideas necessary to successful cost management are listed and include: recognize the framework that is needed to ''manage'': treat cost as part of an integrated plan; and apply different techniques to different types of work activities. It is the author's opinion that the technical framework of a successful cost management system must include all work activities but recognize types. Project activities should be managed to a defined scope and authorized cost using a well communicated estimating program, aggressive trending and forecasting, and a change identification process

  20. 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

  1. 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.

  2. Organizational structures of companies versus project management effectiveness

    OpenAIRE

    Joanna Haffer

    2012-01-01

    An organizational structure, indicated as one out of the four main organizational conditions supporting project management, has an essential meaning for project execution. This article, based on the research results, describes different organizational structures of project-orientated enterprises, enumerating their advantages and disadvantages, and reveals the influence of inter-organizational relations on project management effectiveness in enterprises operating in Poland. The results indicat...

  3. 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

  4. [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.

  5. 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...

  6. 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.

  7. 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....

  8. 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

  9. 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...

  10. Clinical operations management in radiology.

    Science.gov (United States)

    Ondategui-Parra, Silvia; Gill, Ileana E; Bhagwat, Jui G; Intrieri, Lisa A; Gogate, Adheet; Zou, Kelly H; Nathanson, Eric; Seltzer, Steven E; Ros, Pablo R

    2004-09-01

    Providing radiology services is a complex and technically demanding enterprise in which the application of operations management (OM) tools can play a substantial role in process management and improvement. This paper considers the benefits of an OM process in a radiology setting. Available techniques and concepts of OM are addressed, along with gains and benefits that can be derived from these processes. A reference framework for the radiology processes is described, distinguishing two phases in the initial assessment of a unit: the diagnostic phase and the redesign phase.

  11. Projection operator treatment of single particle resonances

    International Nuclear Information System (INIS)

    Lev, A.; Beres, W.P.

    1976-01-01

    A projection operator method is used to obtain the energy and width of a single particle resonance. The resonance energy is found without scanning. An example of the first g/sub 9/2/ neutron resonance in 40 Ca is given and compared with the traditional phase shift method. The results of both approaches are quite similar. 4 figures

  12. Sample management implementation plan: Salt Repository Project

    International Nuclear Information System (INIS)

    1987-01-01

    The purpose of the Sample Management Implementation Plan is to define management controls and building requirements for handling materials collected during the site characterization of the Deaf Smith County, Texas, site. This work will be conducted for the US Department of Energy Salt Repository Project Office (SRPO). The plan provides for controls mandated by the US Nuclear Regulatory Commission and the US Environmental Protection Agency. Salt Repository Project (SRP) Sample Management will interface with program participants who request, collect, and test samples. SRP Sample Management will be responsible for the following: (1) preparing samples; (2) ensuring documentation control; (3) providing for uniform forms, labels, data formats, and transportation and storage requirements; and (4) identifying sample specifications to ensure sample quality. The SRP Sample Management Facility will be operated under a set of procedures that will impact numerous program participants. Requesters of samples will be responsible for definition of requirements in advance of collection. Sample requests for field activities will be approved by the SRPO, aided by an advisory group, the SRP Sample Allocation Committee. This document details the staffing, building, storage, and transportation requirements for establishing an SRP Sample Management Facility. Materials to be managed in the facility include rock core and rock discontinuities, soils, fluids, biota, air particulates, cultural artifacts, and crop and food stuffs. 39 refs., 3 figs., 11 tabs

  13. Experiences in managing the Prometheus Project

    Science.gov (United States)

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

    2006-01-01

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

  14. Operational Experience from Solar Thermal Energy Projects

    Science.gov (United States)

    Cameron, C. P.

    1984-01-01

    Over the past few years, Sandia National Laboratories were involved in the design, construction, and operation of a number of DOE-sponsored solar thermal energy systems. Among the systems currently in operation are several industrial process heat projects and the Modular Industrial Solar Retrofit qualification test systems, all of which use parabolic troughs, and the Shenandoah Total Energy Project, which uses parabolic dishes. Operational experience has provided insight to both desirable and undesirable features of the designs of these systems. Features of these systems which are also relevant to the design of parabolic concentrator thermal electric systems are discussed. Other design features discussed are system control functions which were found to be especially convenient or effective, such as local concentrator controls, rainwash controls, and system response to changing isolation. Drive systems are also discussed with particular emphasis of the need for reliability and the usefulness of a manual drive capability.

  15. Managerial competencies in Operations Management

    Directory of Open Access Journals (Sweden)

    Carmen Gonzalez-Zapatero

    2017-06-01

    Full Text Available The main objective of this paper is to develop a method of self-assessment of managerial competencies in Operations Management. Specifically we work the following skills: Analytical Consideration, Planification and organization, Consciousness and teamwork, Adaptability, Assertiveness, Leadership. The empirical evidence shows how some of these abilities are related to the results of the course while no relation was found with the results obtained with the results the rest of the degree.

  16. Remedial Action and Waste Disposal Project Manager's Implementing Instructions

    International Nuclear Information System (INIS)

    Dronen, V.R.

    1998-01-01

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

  17. Managing the first nuclear power plant project

    International Nuclear Information System (INIS)

    2007-05-01

    Energy is essential for national development. Nearly every aspect of development - from reducing poverty and raising living standards to improving health care, industrial and agricultural productivity - requires reliable access to modern energy resources. States may have different reasons for considering starting a nuclear power project to achieve their national energy needs, such as: lack of available indigenous energy resources, the desire to reduce dependence upon imported energy, the need to increase the diversity of energy resources and/or mitigation of carbon emission increases. The start of a nuclear power plant project involves several complex and interrelated activities with long duration. Experience shows that the time between the initial policy decision by a State to consider nuclear power up to the start of operation of its first nuclear power plant is about 10 to 15 years and that before specific project management can proceed, several key infrastructure issues have to be in place. The proper management of the wide scope of activities to be planned and implemented during this period represents a major challenge for the involved governmental, utility, regulatory, supplier and other supportive organizations. The main focus is to ensure that the project is implemented successfully from a commercial point of view while remaining in accordance with the appropriate engineering and quality requirements, safety standards and security guides. This publication is aimed at providing guidance on the practical management of a first nuclear power project in a country. There are many other issues, related to ensuring that the infrastructure in the country has been prepared adequately to ensure that the project will be able to be completed, that are only briefly addressed in this publication. The construction of the first nuclear power plant is a major undertaking for any country developing a nuclear power programme. Worldwide experience gained in the last 50 years

  18. Research nuclear reactor operation management

    International Nuclear Information System (INIS)

    Preda, M.; Carabulea, A.

    2008-01-01

    Some aspects of reactor operation management are highlighted. The main mission of the operational staff at a testing reactor is to operate it safely and efficiently, to ensure proper conditions for different research programs implying the use of the reactor. For reaching this aim, there were settled down operating plans for every objective, and procedure and working instructions for staff training were established, both for the start-up and for the safe operation of the reactor. Damages during operation or special situations which can arise, at stop, start-up, maintenance procedures were thoroughly considered. While the technical skill is considered to be the most important quality of the staff, the organising capacity is a must in the operation of any nuclear facility. Staff training aims at gaining both theoretical and practical experience based on standards about staff quality at each work level. 'Plow' sheet has to be carefully done, setting clear the decision responsibility for each person so that everyone's own technical level to be coupled to the problems which implies his responsibility. Possible events which may arise in operation, e.g., criticality, irradiation, contamination, and which do not arise in other fields, have to be carefully studied. One stresses that the management based on technical and scientific arguments have to cover through technical, economical and nuclear safety requirements a series of interlinked subprograms. Every such subprograms is subject to some peculiar demands by the help of which the entire activity field is coordinated. Hence for any subprogram there are established the objectives to be achieved, the applicable regulations, well-defined responsibilities, training of the personnel involved, the material and documentation basis required and activity planning. The following up of positive or negative responses generated by experiments and the information synthesis close the management scope. Important management aspects

  19. A transportation-scheduling system for managing silvicultural projects

    Science.gov (United States)

    Jorge F. Valenzuela; H. Hakan Balci; Timothy McDonald

    2005-01-01

    A silvicultural project encompasses tasks such as sitelevel planning, regeneration, harvestin, and stand-tending treatments. an essential problem in managing silvicultural projects is to efficiently schedule the operations while considering project task due dates and costs of moving scarce resources to specific job locations. Transportation costs represent a...

  20. Spent Nuclear Fuel Project operational staffing plan

    International Nuclear Information System (INIS)

    Debban, B.L.

    1996-03-01

    Using the Spent Nuclear Fuel (SNF) Project's current process flow concepts and knowledge from cognizant engineering and operational personnel, an initial assessment of the SNF Project radiological exposure and resource requirements was completed. A small project team completed a step by step analysis of fuel movement in the K Basins to the new interim storage location, the Canister Storage Building (CSB). This analysis looked at fuel retrieval, conditioning of the fuel, and transportation of the fuel. This plan describes the staffing structure for fuel processing, fuel movement, and the maintenance and operation (M ampersand O) staffing requirements of the facilities. This initial draft does not identify the support function resources required for M ampersand O, i.e., administrative and engineering (technical support). These will be included in future revisions to the plan. This plan looks at the resource requirements for the SNF subprojects, specifically, the operations of the facilities, balances resources where applicable, rotates crews where applicable, and attempts to use individuals in multi-task assignments. This plan does not apply to the construction phase of planned projects that affect staffing levels of K Basins

  1. 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...

  2. 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...

  3. 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.

  4. 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

  5. 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.

  6. 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...

  7. 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

  8. The Little Black Book of Project Management

    CERN Document Server

    Thomsett, Michael C

    2009-01-01

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

  9. 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.

  10. 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...

  11. Computer managed emergency operating procedures

    International Nuclear Information System (INIS)

    Salamun, I.; Mavko, B.; Stritar, A.

    1994-01-01

    New computer technology is a very effective tool for developing a new design of nuclear power plant control room. It allows designer possibility to create a tool for managing with large database of power plant parameters and displaying them in different graphic forms and possibility of automated execution of well known task. The structure of Emergency Operating Procedures (EOP) is very suitable for programming and for creating expert system. The Computerized Emergency Operating Procedures (CEOP) described in this paper can be considered as an upgrading of standard EOP approach. EmDiSY (Emergency Display System - computer code name for CEOP) main purpose is to supply the operator with necessary information, to document all operator actions and to execute well known tasks. It is a function oriented CEOP that gives operator guidance on how to verify the critical safety functions and how to restore and maintain these functions where they are degraded. All knowledge is coded and stored in database files. The knowledge base consists from stepping order for verifying plant parameters, desired values of parameters, conditions for comparison and links between procedures and actions. Graphical shell allows users to read database, to follow instruction and to find out correct task. The desired information is concentrated in one screen and allows users to focus on a task. User is supported in two ways: desired parameter values are displayed on the process picture and automated monitoring critical safety function status trees are all time in progress and available to the user. (author). 4 refs, 4 figs

  12. 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

  13. 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...

  14. 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

  15. 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...

  16. 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...

  17. 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...

  18. 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.

  19. 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.

  20. Felder uranium project--renewed operations

    International Nuclear Information System (INIS)

    Anon.

    1979-01-01

    Exxon owns a uranium mill and holds two mining leases in Live Oak County, Texas, about halfway between San Antonio and Corpus Christi. The properties made up the Felder Uranium Operations which was reopened earlier this year. The feasibility study for reopening the Felder Project began in late 1975 and was not completed until late 1976. This paper discusses several areas of the feasibility study that required additional work prior to making the decision to renew operations. Mine planning evaluation and the actual mine planning are described briefly

  1. 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

  2. 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

  3. Quantum canonical ensemble: A projection operator approach

    Science.gov (United States)

    Magnus, Wim; Lemmens, Lucien; Brosens, Fons

    2017-09-01

    Knowing the exact number of particles N, and taking this knowledge into account, the quantum canonical ensemble imposes a constraint on the occupation number operators. The constraint particularly hampers the systematic calculation of the partition function and any relevant thermodynamic expectation value for arbitrary but fixed N. On the other hand, fixing only the average number of particles, one may remove the above constraint and simply factorize the traces in Fock space into traces over single-particle states. As is well known, that would be the strategy of the grand-canonical ensemble which, however, comes with an additional Lagrange multiplier to impose the average number of particles. The appearance of this multiplier can be avoided by invoking a projection operator that enables a constraint-free computation of the partition function and its derived quantities in the canonical ensemble, at the price of an angular or contour integration. Introduced in the recent past to handle various issues related to particle-number projected statistics, the projection operator approach proves beneficial to a wide variety of problems in condensed matter physics for which the canonical ensemble offers a natural and appropriate environment. In this light, we present a systematic treatment of the canonical ensemble that embeds the projection operator into the formalism of second quantization while explicitly fixing N, the very number of particles rather than the average. Being applicable to both bosonic and fermionic systems in arbitrary dimensions, transparent integral representations are provided for the partition function ZN and the Helmholtz free energy FN as well as for two- and four-point correlation functions. The chemical potential is not a Lagrange multiplier regulating the average particle number but can be extracted from FN+1 -FN, as illustrated for a two-dimensional fermion gas.

  4. Quality Management System at Construction Project: A Questionnaire Survey

    OpenAIRE

    P.P.Mane; J.R.Patil

    2015-01-01

    The best quality, time and cost are the important aspects of successful construction project which fulfills the main goal of construction industry. The quality management has to provide the environment within which related tools, techniques and procedures can be deployed effectively leading to operational success for a construction project. The role of quality management for a construction company is not an isolated activity, but intertwined with all the operational and managerial...

  5. Space Station overall management approach for operations

    Science.gov (United States)

    Paules, G.

    1986-01-01

    An Operations Management Concept developed by NASA for its Space Station Program is discussed. The operational goals, themes, and design principles established during program development are summarized. The major operations functions are described, including: space systems operations, user support operations, prelaunch/postlanding operations, logistics support operations, market research, and cost/financial management. Strategic, tactical, and execution levels of operational decision-making are defined.

  6. 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.

  7. Management of difference in a nuclear power project

    International Nuclear Information System (INIS)

    Guo Ruiting

    2012-01-01

    The Thesis dissertate the application of Management of Difference in a Nuclear Power Project from nuclear safety regulation requirement, selection of a nuclear power plant site, engineering and procurement, construction, operation and maintenance, quality management, schedule management and experience feedback aspects. (author)

  8. [Management for the operating room].

    Science.gov (United States)

    Tschudi, O; Schüpfer, G

    2015-03-01

    Business companies, which in the current times also includes hospitals, must create customer benefits and as a prerequisite for this must sustainably generate profits. Management in the world of business means the formation and directing of a company or parts of a company on a permanent basis, whereby management in this context is not exercising power but function. This concept of management is exemplary developed in this article for the important services sector of the operating room (OR) and individual functions, such as resource control, capacity planning and materials administration are presented in detail. Some OR-specific management challenges are worked out. From this it becomes clear that the economic logic of the most efficient implementation possible is not a contradiction of medical ethics, enabling the most effective treatment possible for patients while safeguarding the highest possible levels of safety and quality. The article aims to build a bridge for medical specialists to the language and world of commerce, emphasizing the profession-based competence and hopefully to arouse interest to go into more detail.

  9. Managing Evolving Global Operations Networks

    DEFF Research Database (Denmark)

    Mykhaylenko, Alona; Wæhrens, Brian Vejrum; Johansen, John

    2015-01-01

    For many globally dispersed organisations, the home base (HB) is a historic locus of integrative and coordinating efforts that safeguard overall performance. However, the dynamism of global operations networks is increasingly pulling the centre of gravity away from the HB and dispersing it across...... the network, challenging the HB’s ability to sustain its centrality over time. To counteract this tendency, this paper addresses the gap in the literature regarding the development of the network management capability of the HB within the context of its network. Data was collected through a retrospective...... longitudinal case study of an intra-organisational operations network of one OEM and its three foreign subsidiaries. The findings suggest a row of strategic roles and corresponding managerial capabilities, which the HB needs to develop depending on the changing subsidiaries’ competencies and HB...

  10. 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

  11. Groundwater/Vadose Zone Integration Project Management Plan

    International Nuclear Information System (INIS)

    Hughes, M. C.

    1999-01-01

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

  12. 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

  13. 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

  14. 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.

  15. 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...

  16. Characterization of Sensitive Species and Habitats Affected by the Operation of USACE Water Resource Development Projects

    National Research Council Canada - National Science Library

    Kasul, Richard

    2000-01-01

    ...) work unit titled "Reservoir Operations - Impacts on Target Species." Current knowledge regarding the occurrence of sensitive species that have been identified as a management concern in the operation of Corps projects is reviewed...

  17. Double Star project - master science operations plan

    Science.gov (United States)

    Shen, C.; Liu, Z.

    2005-11-01

    For Double Star Project (DSP) exploration, the scientific operations are very important and essential for achieving its scientific objectives. Two years before the launch of the DSP satellites (TC-1 and TC-2) and during the mission operating phase, the long-term and short-term master science operations plans (MSOP) were produced. MSOP is composed of the operation schedules of all the scientific instruments, the modes and timelines of the Payload Service System on TC-1 and TC-2, and the data receiving schedules of the three ground stations. The MSOP of TC-1 and TC-2 have been generated according to the scientific objectives of DSP, the orbits of DSP, the near-Earth space environments and the coordination with Cluster, etc., so as to make full use of the exploration resources provided by DSP and to acquire as much quality scientific data as possible for the scientific communities. This paper has summarized the observation resources of DSP, the states of DSP and its evolution since the launch, the strategies and rules followed for operating the payload and utilizing the ground stations, and the production of MSOP. Until now, the generation and execution of MSOP is smooth and successful, the operating of DSP is satisfactory, and most of the scientific objectives of DSP have been fulfilled.

  18. Double Star project - master science operations plan

    Directory of Open Access Journals (Sweden)

    C. Shen

    2005-11-01

    Full Text Available For Double Star Project (DSP exploration, the scientific operations are very important and essential for achieving its scientific objectives. Two years before the launch of the DSP satellites (TC-1 and TC-2 and during the mission operating phase, the long-term and short-term master science operations plans (MSOP were produced. MSOP is composed of the operation schedules of all the scientific instruments, the modes and timelines of the Payload Service System on TC-1 and TC-2, and the data receiving schedules of the three ground stations. The MSOP of TC-1 and TC-2 have been generated according to the scientific objectives of DSP, the orbits of DSP, the near-Earth space environments and the coordination with Cluster, etc., so as to make full use of the exploration resources provided by DSP and to acquire as much quality scientific data as possible for the scientific communities. This paper has summarized the observation resources of DSP, the states of DSP and its evolution since the launch, the strategies and rules followed for operating the payload and utilizing the ground stations, and the production of MSOP. Until now, the generation and execution of MSOP is smooth and successful, the operating of DSP is satisfactory, and most of the scientific objectives of DSP have been fulfilled.

  19. The Dust Management Project: Final Report

    Science.gov (United States)

    Hyatt, Mark J.; Straka, Sharon

    2011-01-01

    A return to the Moon to extend human presence, pursue scientific activities, use the Moon to prepare for future human missions to Mars, and expand Earth s economic sphere, will require investment in developing new technologies and capabilities to achieve affordable and sustainable human exploration. From the operational experience gained and lessons learned during the Apollo missions, conducting longterm operations in the lunar environment will be a particular challenge, given the difficulties presented by the unique physical properties and other characteristics of lunar regolith, including dust. The Apollo missions and other lunar explorations have identified significant lunar dust-related problems that will challenge future mission success. Comprised of regolith particles ranging in size from tens of nanometers to microns, lunar dust is a manifestation of the complex interaction of the lunar soil with multiple mechanical, electrical, and gravitational effects. The environmental and anthropogenic factors effecting the perturbation, transport, and deposition of lunar dust must be studied in order to mitigate it s potentially harmful effects on exploration systems and human explorers. The Dust Management Project (DMP) is tasked with the evaluation of lunar dust effects, assessment of the resulting risks, and development of mitigation and management strategies and technologies related to Exploration Systems architectures. To this end, the DMP supports the overall goal of the Exploration Technology Development Program (ETDP) of addressing the relevant high priority technology needs of multiple elements within the Constellation Program (CxP) and sister ETDP projects. Project scope, approach, accomplishments, summary of deliverables, and lessons learned are presented.

  20. Application of Grey Theory in Operator Management

    International Nuclear Information System (INIS)

    Xu, Hong

    2011-01-01

    Scientific and reasonable operator management is the basis of nuclear security. It was paid more attention after the three-mile island accident. The prediction of operators' basic behavior parameters is the premise and foundation of scientific and reasonable operator management. Grey theory happens to solve the dilemma encountered in prediction and decision-making of operator behavior in operator management of NPP. The procedure is divided into two steps: according to the history record of operators' behavior parameter, a differential equation model using grey theory is set up to predict the future behavior of operators and use grey theory to make decision for operator management. The calculation result is helpful for operator management and also useful for operators to find their shortcoming. Grey theory using in the study provides a new idea and method for future operator management in NPP

  1. Application of grey theory in operator management

    International Nuclear Information System (INIS)

    Xu Hong

    2013-01-01

    Scientific and reasonable operator management is the basis of nuclear safety. It is paid more attention after the three-mile island accident. The prediction of operators' basic behavior parameters is the premise and foundation of scientific and reasonable operator management. Grey theory happened to solve the dilemma encountered in prediction and decision-making of operator behavior in operator management of nuclear power plant. The procedure was divided into two steps: 1) According to the historical record of operators' behavior parameters, a differential equation model using grey theory was set up to predict the future behavior of operators; 2) operator management decision-making was made based on grey theory. The calculation result is not only helpful for operator management but also useful for operators to find their shortcomings. Grey theory used in the study provides a new idea and method for future operator management in nuclear power plant. (author)

  2. 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

  3. 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...

  4. 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.

  5. Project management and administration of research and development

    International Nuclear Information System (INIS)

    Kim, Guk; Lee, Sang Bok; Eom, Ju Tae; An, Ha Eil

    1997-07-01

    This book mentions project and project management with project from production system of view, history of project management, writing way of network with definition and symbol of network, principle for drawing of network, draw up of network, I-J network and PDM network, general conception of PERT/CPM on definition of PERT, definition of CPM, comparison of PERT/CPM, discussion of PERT/CPM, WBS, work order and network, PDM calculation, cost management, reduction of construction time, R and D such as operation and R and D and analysis on R and D, system explanation of Nex-Pert.

  6. Ecological Forecasting Project Management with Examples

    Science.gov (United States)

    Skiles, J. W.; Schmidt, Cindy; Estes, Maury; Turner, Woody

    2017-01-01

    Once scientists publish results of their projects and studies, all too often they end up on the shelf and are not otherwise used. The NASA Earth Science Division established its Applied Sciences Program (ASP) to apply research findings to help solve and manage real-world problems and needs. ASP-funded projects generally produce decision support systems for operational applications which are expected to last beyond the end of the NASA funding. Because of NASAs unique perspective of looking down on the Earth from space, ASP studies involve the use of remotely sensed information consisting of satellite data and imagery as well as information from sub-orbital platforms. ASP regularly solicits Earth science proposals that address one or more focus areas; disasters mitigation, ecological forecasting, health and air quality, and water resources. Reporting requirements for ASP-funded projects are different from those typical for research grants from NASA and other granting agencies, requiring management approaches different from other programs. This presentation will address the foregoing in some detail and give examples of three ASP-funded ecological forecasting projects that include: 1) the detection and survey of chimpanzee habitat in Africa from space, 2) harmful algal blooms (HABs) in the California Current System affecting aquaculture facilities and marine mammal populations, and 3) a call for the public to identify North America wildlife in Wisconsin using trail camera photos. Contact information to propose to ASP solicitations for those PIs interested is also provided.

  7. Fatigue Management in Spaceflight Operations

    Science.gov (United States)

    Whitmire, Alexandra

    2011-01-01

    Sleep loss and fatigue remain an issue for crewmembers working on the International Space Station, and the ground crews who support them. Schedule shifts on the ISS are required for conducting mission operations. These shifts lead to tasks being performed during the biological night, and sleep scheduled during the biological day, for flight crews and the ground teams who support them. Other stressors have been recognized as hindering sleep in space; these include workload, thinking about upcoming tasks, environmental factors, and inadequate day/night cues. It is unknown if and how other factors such as microgravity, carbon dioxide levels, or increased radiation, may also play a part. Efforts are underway to standardize and provide care for crewmembers, ground controllers and other support personnel. Through collaborations between research and operations, evidenced-based clinical practice guidelines are being developed to equip flight surgeons with the tools and processes needed for treating circadian desynchrony (and subsequent sleep loss) caused by jet lag and shift work. The proper implementation of countermeasures such as schedules, lighting protocols, and cognitive behavioral education can hasten phase shifting, enhance sleep and optimize performance. This panel will focus on Fatigue Management in Spaceflight Operations. Speakers will present on research-based recommendations and technologies aimed at mitigating sleep loss, circadian desynchronization and fatigue on-orbit. Gaps in current mitigations and future recommendations will also be discussed.

  8. Projection operator method for collective tunneling transitions

    International Nuclear Information System (INIS)

    Kohmura, Toshitake; Ohta, Hirofumi; Hashimoto, Yukio; Maruyama, Masahiro

    2002-01-01

    Collective tunneling transitions take place in the case that a system has two nearly degenerate ground states with a slight energy splitting, which provides the time scale of the tunneling. The Liouville equation determines the evolution of the density matrix, while the Schroedinger equation determines that of a state. The Liouville equation seems to be more powerful for calculating accurately the energy splitting of two nearly degenerate eigenstates. However, no method to exactly solve the Liouville eigenvalue equation has been established. The usual projection operator method for the Liouville equation is not feasible. We analytically solve the Liouville evolution equation for nuclear collective tunneling from one Hartree minimum to another, proposing a simple and solvable model Hamiltonian for the transition. We derive an analytical expression for the splitting of energy eigenvalues from a spectral function of the Liouville evolution using a half-projected operator method. A full-order analytical expression for the energy splitting is obtained. We define the collective tunneling path of a microscopic Hamiltonian for collective tunneling, projecting the nuclear ground states onto n-particle n-hole state spaces. It is argued that the collective tunneling path sector of a microscopic Hamiltonian can be transformed into the present solvable model Hamiltonian. (author)

  9. 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.

  10. 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...

  11. Open Source Approach to Project Management Tools

    Directory of Open Access Journals (Sweden)

    Romeo MARGEA

    2011-01-01

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

  12. 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.

  13. 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.

  14. 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...

  15. 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…

  16. 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

  17. 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...

  18. 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.

  19. 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…

  20. 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.

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

    International Nuclear Information System (INIS)

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

    2006-01-01

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

  2. Adaptation of Agile Project Management Methodology for Project Team

    Directory of Open Access Journals (Sweden)

    Rasnacis Arturs

    2015-12-01

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

  3. 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.

  4. 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

  5. Improving Operational Risk Management Using Business Performance Management Technologies

    OpenAIRE

    Bram Pieket Weeserik; Marco Spruit

    2018-01-01

    Operational Risk Management (ORM) comprises the continuous management of risks resulting from: human actions, internal processes, systems, and external events. With increasing requirements, complexity and a growing volume of risks, information systems provide benefits for integrating risk management activities and optimizing performance. Business Performance Management (BPM) technologies are believed to provide a solution for effective Operational Risk Management by offering several combined ...

  6. 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.

  7. 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.

  8. Final environmental assessment for the U.S. Department of Energy, Oak Ridge Operations receipt and storage of uranium materials from the Fernald Environmental Management Project site

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1999-06-01

    Through a series of material transfers and sales agreements over the past 6 to 8 years, the Fernald Environmental Management Project (FEMP) has reduced its nuclear material inventory from 14,500 to approximately 6,800 metric tons of uranium (MTU). This effort is part of the US Department of energy`s (DOE`s) decision to change the mission of the FEMP site; it is currently shut down and the site is being remediated. This EA focuses on the receipt and storage of uranium materials at various DOE-ORO sites. The packaging and transportation of FEMP uranium material has been evaluated in previous NEPA and other environmental evaluations. A summary of these evaluation efforts is included as Appendix A. The material would be packaged in US Department of Transportation-approved shipping containers and removed from the FEMP site and transported to another site for storage. The Ohio Field Office will assume responsibility for environmental analyses and documentation for packaging and transport of the material as part of the remediation of the site, and ORO is preparing this EA for receipt and storage at one or more sites.

  9. Final environmental assessment for the U.S. Department of Energy, Oak Ridge Operations receipt and storage of uranium materials from the Fernald Environmental Management Project site

    International Nuclear Information System (INIS)

    1999-01-01

    Through a series of material transfers and sales agreements over the past 6 to 8 years, the Fernald Environmental Management Project (FEMP) has reduced its nuclear material inventory from 14,500 to approximately 6,800 metric tons of uranium (MTU). This effort is part of the US Department of energy's (DOE's) decision to change the mission of the FEMP site; it is currently shut down and the site is being remediated. This EA focuses on the receipt and storage of uranium materials at various DOE-ORO sites. The packaging and transportation of FEMP uranium material has been evaluated in previous NEPA and other environmental evaluations. A summary of these evaluation efforts is included as Appendix A. The material would be packaged in US Department of Transportation-approved shipping containers and removed from the FEMP site and transported to another site for storage. The Ohio Field Office will assume responsibility for environmental analyses and documentation for packaging and transport of the material as part of the remediation of the site, and ORO is preparing this EA for receipt and storage at one or more sites

  10. 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...

  11. 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…

  12. 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.

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2004-07-01

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

  14. Bure CLIS: role, operation, disposal project

    International Nuclear Information System (INIS)

    Jaquet, B.

    2011-01-01

    The Local Information and Oversight Committee (CLIS) is an independent body tasked by law to monitor studies carried out by the French National Radioactive Waste Management Agency (ANDRA) at the Bure laboratory and in the area surrounding Bure, within the framework of research on radioactive waste management and, in particular, on final disposal of such waste in deep geological formations. The role of the CLIS, whose members include representatives of the State, Parliament, local authorities, unions, associations and the medical profession, is to provide all population groups, beginning with the inhabitants of La Meuse and La Haute-Marne departments, with information regarding these studies and their results, as well as the underground repository project and the stakes involved: it is thus the chief contact for the inhabitants of the area. It also encourages discussion of a project that is subject to a long decision-making process, during which the CLIS is called upon to give its opinion at different stages. The objectives of the CLIS' actions are to provide information to as wide a public as possible (through public meetings, a regular newsletter and a web site) using its own data (appraisals and independent assessments), so that the public can effectively contribute to the debates held throughout the process, and also to be an independent player in the process, whenever its involvement is required and even when this is not specifically planned. (author)

  15. Operational Risk Management System for SMS and FRMS

    NARCIS (Netherlands)

    Stewart, S.; Koornneef, F.; Akselsson, R.

    2009-01-01

    Chapter 3: Operational Risk Management System for SMS and FRMS The European Commission HILAS project (Human Integration into the Lifecycle of Aviation Systems - a project supported by the European Commission’s 6th Framework between 2005-2009) was focused on using human factors knowledge and

  16. Decision support tools to support the operations of traffic management centers (TMC)

    Science.gov (United States)

    2011-01-31

    The goal of this project is to develop decision support tools to support traffic management operations based on collected intelligent transportation system (ITS) data. The project developments are in accordance with the needs of traffic management ce...

  17. A functional approach for managing ITER operations

    International Nuclear Information System (INIS)

    Houtte, Didier van; Sagot, François; Okayama, Katsumi; Blackler, Kenneth

    2012-01-01

    Highlights: ► A function-oriented approach for defining and organizing all the functions required to perform the mission has been developed. ► A Functional Breakdown Structure providing a complete hierarchy of functions on multiple levels is presented. ► The FBS is used for giving a good visibility of ITER project needs and requirements. ► Reliability (R) and Inherent Availability (A I ) of basic functions are calculated from data on the structures, systems and components (failure rate and time to repair) for obtaining the Availability objectives of the ITER project. - Abstract: ITER is currently the most ambitious project on nuclear fusion research. Its objective is to demonstrate the feasibility of fusion as an energy source for the future. The complexity of the systems required to meet this challenge present many opportunities for omissions or incorrect assumptions. System engineering allows the engineer to deal with such a complexity by developing a Functional Breakdown Structure (FBS). Unlike a Plant Breakdown Structure (PBS), the FBS is a function-oriented tree, not a product-oriented tree. It details operations or activities that have to be performed as needed functions of the architecture, allowing identification of any missing elements, defining the personnel skills required to operate the architecture and managing the machine availability.

  18. 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...

  19. 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

  20. 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...

  1. 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 ...

  2. The sustainable project management: A review and future possibilities

    Directory of Open Access Journals (Sweden)

    V.K. Chawla

    2018-06-01

    Full Text Available Sustainability in project operations such as financial, social and environmental sustainability is one of the most prominent issues of the present times to address. The increased focus on sus-tainable business operations has changed the viewpoint of researchers and corporate community towards the project management. Today sustainability in business operations along with sustain-ability of natural and environmental resources are of paramount significance which has further caused a huge impact on conception, planning, scheduling and execution of the project manage-ment activities. In this paper, a literature review between 1987 and 2018 on different issues af-fecting the sustainability in project management is carried out. The present study also identifies and discusses the future possibilities to apply computational procedures in order to estimate and optimize the sustainability issues in the management of projects, for example the computational evolutionary algorithms can be applied to formulate the multi-objective decision-making problem after considering critical factors of sustainability in the projects and then yielding optimized solu-tions for the formulated problem to achieve sustainability in the projects. A new integrated framework with the inclusion of feedback function for assessment of each decision and actions taken towards the sustainability of the projects is also identified and presented.

  3. Highway project cost estimating and management.

    Science.gov (United States)

    2009-02-01

    "This report provides detailed information about the project objectives, deliverables, and findings. The project team : thoroughly reviewed the Montana Department of Transportation (MDT) structure, operations, and current procedures as : related to M...

  4. 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.

  5. 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...

  6. 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....

  7. 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.

  8. 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)

  9. 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....

  10. 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...

  11. 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

  12. 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

  13. Integrated Risk Management Within NASA Programs/Projects

    Science.gov (United States)

    Connley, Warren; Rad, Adrian; Botzum, Stephen

    2004-01-01

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

  14. 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...

  15. 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...

  16. Environmental Management Assessment of the Fernald Environmental Management Project (FEMP)

    Energy Technology Data Exchange (ETDEWEB)

    1993-04-01

    This report documents the results of the Environmental Management Assessment performed at the Fernald Environmental Management Project (FEMP) in Fernald, Ohio. During this assessment, the activities conducted by the assessment team included review of internal documents and reports from previous audits and assessments; interviews with US Department of Energy (DOE) and FEMP contractor personnel; and inspection and observation of selected facilities and operations. The onsite portion of the assessment was conducted from March 15 through April 1, 1993, by DOE`s Office of Environmental Audit (EH-24) located within the Office of the Assistant Secretary for Environment, Safety, and Health (EH-1). EH-24 carries out independent assessments of DOE facilities and activities as part of the EH-1 Environment, Safety, and Health (ES&H) Oversight Audit Program. The EH-24 program is designed to evaluate the status of DOE facilities and activities with respect to compliance with Federal, state, and local environmental laws and regulations; compliance with DOE Orders, Guidance and Directives; conformance with accepted industry practices and standards of performance; and the status and adequacy of management systems developed to address environmental requirements. The Environmental Management Assessment of FEMP focused on the adequacy of environmental management systems. Further, in response to requests by the Office of Environmental Restoration and Waste Management (EM) and Fernald Field Office (FN), Quality Assurance and Environmental Radiation activities at FEMP were evaluated from a programmatic standpoint. The results of the evaluation of these areas are contained in the Environmental Protection Programs section in this report.

  17. Environmental Management Assessment of the Fernald Environmental Management Project (FEMP)

    International Nuclear Information System (INIS)

    1993-04-01

    This report documents the results of the Environmental Management Assessment performed at the Fernald Environmental Management Project (FEMP) in Fernald, Ohio. During this assessment, the activities conducted by the assessment team included review of internal documents and reports from previous audits and assessments; interviews with US Department of Energy (DOE) and FEMP contractor personnel; and inspection and observation of selected facilities and operations. The onsite portion of the assessment was conducted from March 15 through April 1, 1993, by DOE's Office of Environmental Audit (EH-24) located within the Office of the Assistant Secretary for Environment, Safety, and Health (EH-1). EH-24 carries out independent assessments of DOE facilities and activities as part of the EH-1 Environment, Safety, and Health (ES ampersand H) Oversight Audit Program. The EH-24 program is designed to evaluate the status of DOE facilities and activities with respect to compliance with Federal, state, and local environmental laws and regulations; compliance with DOE Orders, Guidance and Directives; conformance with accepted industry practices and standards of performance; and the status and adequacy of management systems developed to address environmental requirements. The Environmental Management Assessment of FEMP focused on the adequacy of environmental management systems. Further, in response to requests by the Office of Environmental Restoration and Waste Management (EM) and Fernald Field Office (FN), Quality Assurance and Environmental Radiation activities at FEMP were evaluated from a programmatic standpoint. The results of the evaluation of these areas are contained in the Environmental Protection Programs section in this report

  18. 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.

  19. 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.

  20. Reactor core operation management system

    Energy Technology Data Exchange (ETDEWEB)

    Sato, Tomomi.

    1992-05-28

    Among operations of periodical inspection for a nuclear power plant, sequence, time and safety rule, as well as necessary equipments and the number thereof required for each of the operation are determined previously for given operation plannings, relevant to the reactor core operations. Operation items relative to each of coordinates of the reactor core are retrieved and arranged based on specified conditions, to use the operation equipments effectively. Further, a combination of operations, relative to the reactor core coordinates with no physical interference and shortest in accordance with safety rules is judged, and the order and the step of the operation relevant to the entire reactor core operations are planned. After the start of the operation, the necessity for changing the operation sequence is judged depending on the judgement as to whether it is conducted according to the safety rule and the deviation between the plan and the result, based on the information for the progress of each of the operations. Alternatively, the operation sequence and the step to be changed are planned again in accordance with the requirement for the change of the operation planning. Then, the shortest operation time can be planned depending on the simultaneous operation impossible condition and the condition for the operation time zone determined by labor conditions. (N.H.).

  1. Reactor core operation management system

    International Nuclear Information System (INIS)

    Sato, Tomomi.

    1992-01-01

    Among operations of periodical inspection for a nuclear power plant, sequence, time and safety rule, as well as necessary equipments and the number thereof required for each of the operation are determined previously for given operation plannings, relevant to the reactor core operations. Operation items relative to each of coordinates of the reactor core are retrieved and arranged based on specified conditions, to use the operation equipments effectively. Further, a combination of operations, relative to the reactor core coordinates with no physical interference and shortest in accordance with safety rules is judged, and the order and the step of the operation relevant to the entire reactor core operations are planned. After the start of the operation, the necessity for changing the operation sequence is judged depending on the judgement as to whether it is conducted according to the safety rule and the deviation between the plan and the result, based on the information for the progress of each of the operations. Alternatively, the operation sequence and the step to be changed are planned again in accordance with the requirement for the change of the operation planning. Then, the shortest operation time can be planned depending on the simultaneous operation impossible condition and the condition for the operation time zone determined by labor conditions. (N.H.)

  2. 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)

  3. 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

  4. 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)

  5. MANAGING OPERATIONS IMPROVEMENT IN ROMANIAN PUBLIC SERVICES

    Directory of Open Access Journals (Sweden)

    BALOI IONUT-COSMIN

    2015-07-01

    Full Text Available This paper aims to develop a pleading for the transfer of best practices to improving the operational activity in the Romanian public institutions. The practice of implementation demonstrates that the perception of many executives in the Romanian private enterprises regarding the set of tools to improve processes and assimilation of lean philosophy is not a very favorable and encouraging one. It can be said that only some large enterprises had successfully introduced in their daily practice and organization the improvement principles, the operational optimization and the elimination of waste sources. In the SMEs, and especially in the services the experiences are isolated, but they have demonstrated the usefulness (the frequency of saving goals indicate, indeed, the need for proliferation of continuous improvement principles. Regarding the public organizations, the implementation of the new management system of designing and operating the current practices is pretty unknown, accepted at declarative level, but becomes, when is planned and implemented rather a burden on managers who should take on this challenge. Both in public management and private management, today the focus is on people and relationships (processes and projects, starting of course with the work organization. The good practices successfully proved in the private management in the recent decades are transferred today to public institutions; and the Romanian public organizations tend to adapt, also in terms of processes optimization. The study aims to analyze the functioning of the hypothetical management system of processes improvements, respectively the applying of lean tools and principles within the public Romanian institution. They are treated some dysfunctions observed within the process of understanding the utility aspects and throughout the assuming of operational improvement goals within these organizations. The qualitative observations, the critical interpretations and

  6. The Management of Projects and Product Experimentation

    DEFF Research Database (Denmark)

    Lorenzen, Mark; Frederiksen, Lars

    2005-01-01

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

  7. 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…

  8. 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.

  9. 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)

  10. 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 ...

  11. 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...

  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. EDF Skills Management for Operations

    International Nuclear Information System (INIS)

    Poizat, Christophe

    2014-01-01

    Training Standards: EDF Nuclear Generation Training Strategy & Fundamentals for Managing Competencies - Adaptation of INPO ACAD02-001: 1 – Management of Competencies; 2 – Training Management for Performance Improvement; 3 – Management of Training Processes & Resources; 4 – Initial Training; 5 – Continuing Training; 6 – Training Implementation & Trainee Evaluation; 7 – Training Effectiveness Evaluation; 8 – Engagement of NPP’s Personnel in Competencies

  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. 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.

  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. Operational Risk Management and Military Aviation Safety

    National Research Council Canada - National Science Library

    Ashley, Park

    1999-01-01

    .... The Army's Class A aviation mishap rate declined after it implemented risk management (RM) principles in 1987. This reduction caught the attention of Air Force leadership who have since stated that the application of operational risk management...

  1. Alertness management : strategic naps in operational settings

    Science.gov (United States)

    1995-01-01

    Managing fatigue in complex operational settings requires attention to multiple factors, including hours of service, scheduling, education and training, countermeasures, technology, and research. Alertness-management strategies can be used to promote...

  2. 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

  3. 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

  4. Nuclear new build: Financing and project management

    International Nuclear Information System (INIS)

    Keppler, Jan Horst; Cometto, Marco

    2015-01-01

    As there are more nuclear power reactors under construction today than at any time in history, the authors present in a first part an economic and financial analysis comparing the respective exposure of gas-fired and nuclear power generation to electricity price uncertainty and examine the option of leaving the market in the case of a permanent fall in electricity prices. In a second part, the study more specifically addresses the financial risk associated with the development of a new nuclear project, taking into account not only uncertainty about the future evolution of prices but also about the cost of construction and operations, as well as the implications of different ratios of fixed cost to variable cost for bondholders and equity investors. The authors then address the issue of the management of new build projects and their supply chains, as the nuclear industry is undergoing a number of important developments with massive and discontinuous technological changes that are underway as generation II nuclear power plants (NPPs) are substituted by larger and more complex generation III/III+ plants. The loss of skill and human capital as engineers of the nuclear building boom of the 1970's and 1980's retire must also be factored in, as well as the reconfiguration of the global supply chain, which is driven both by new possibilities in data management, externalisation and logistics, and a secular shift of activity from the United States, Japan, Europe and Korea to China, Southeast Asia and the Middle East

  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. 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…

  9. 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...

  10. 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

  11. Bi-project management in engineering complex industrial construction projects

    NARCIS (Netherlands)

    Velde, Robert R. van der; Donk, Dirk Pieter van

    2000-01-01

    Engineering large industrial construction projects is usually a complex task with several co-operating actors. This paper investigates such projects, characterised by two main actors: the owner of the installation (the client organisation) responsible for the engineering of the production process,

  12. 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.

  13. 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"

  14. 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.

  15. 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...

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

    International Nuclear Information System (INIS)

    Jenkins, B.

    1987-01-01

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

  17. 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...

  18. 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)

  19. 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....

  20. Integrating configuration workflows with project management system

    International Nuclear Information System (INIS)

    Nilsen, Dimitri; Weber, Pavel

    2014-01-01

    The complexity of the heterogeneous computing resources, services and recurring infrastructure changes at the GridKa WLCG Tier-1 computing center require a structured approach to configuration management and optimization of interplay between functional components of the whole system. A set of tools deployed at GridKa, including Puppet, Redmine, Foreman, SVN and Icinga, provides the administrative environment giving the possibility to define and develop configuration workflows, reduce the administrative effort and improve sustainable operation of the whole computing center. In this presentation we discuss the developed configuration scenarios implemented at GridKa, which we use for host installation, service deployment, change management procedures, service retirement etc. The integration of Puppet with a project management tool like Redmine provides us with the opportunity to track problem issues, organize tasks and automate these workflows. The interaction between Puppet and Redmine results in automatic updates of the issues related to the executed workflow performed by different system components. The extensive configuration workflows require collaboration and interaction between different departments like network, security, production etc. at GridKa. Redmine plugins developed at GridKa and integrated in its administrative environment provide an effective way of collaboration within the GridKa team. We present the structural overview of the software components, their connections, communication protocols and show a few working examples of the workflows and their automation.

  1. 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).

  2. 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.

  3. 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.

  4. Hanford site operator changes management

    International Nuclear Information System (INIS)

    Anon.

    1994-01-01

    This article is a brief discussion of management changes at the Westinghouse Hanford Corporation. A. LeMar Trego has relieved Thomas Anderson as president of WHC. This was in response to recent shortcomings in Westinghouse's management of the environmental restoration and their failure to receive a $10M performance bonus

  5. 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

  6. 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

  7. 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)

  8. 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.

  9. Project Management Plan for the INEL technology logic diagrams

    International Nuclear Information System (INIS)

    Rudin, M.J.

    1992-10-01

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

  10. Treatment system operation, management, and finance

    Energy Technology Data Exchange (ETDEWEB)

    Truax, D.D. (Mississippi State Univ., Mississippi State (United States))

    1990-06-01

    This article deals with literature on operation, management, and financing of wastewater treatment plants. Some topics discussed are system hydraulics and flow monitoring, odor, reliability, equipment age, management philosophy, performance, reducing operating cost, planning and response to emergencies, preventative maintenance, inspection systems, mechanical vibrations, safety, privatization, municipal leasing, user and impact fees.

  11. Integration of operational research and environmental management

    NARCIS (Netherlands)

    Bloemhof - Ruwaard, J.M.

    1996-01-01


    The subject of this thesis is the integration of Operational Research and Environmental Management. Both sciences play an important role in the research of environmental issues. Part I describes a framework for the interactions between Operational Research and Environmental Management.

  12. 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.

  13. 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...

  14. 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...

  15. 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

  16. 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.'

  17. 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.

  18. Draft final feasibility study report and proposed plan for Operable Unit 4, response to comments: Fernald Environmental Management Project, Fernald, Ohio

    International Nuclear Information System (INIS)

    1994-02-01

    This report contains questions and comments regarding a risk evaluation and possible remedial action of Operable Unit 4 at the Feed Materials Production Center at Fernald, Ohio. Attention is focused on the US EPA Region V feasibility study and on the CRARE. The CRARE is a post-remediation time frame document

  19. Draft final feasibility study report and proposed plan for Operable Unit 4, response to comments: Fernald Environmental Management Project, Fernald, Ohio

    Energy Technology Data Exchange (ETDEWEB)

    1994-02-01

    This report contains questions and comments regarding a risk evaluation and possible remedial action of Operable Unit 4 at the Feed Materials Production Center at Fernald, Ohio. Attention is focused on the US EPA Region V feasibility study and on the CRARE. The CRARE is a post-remediation time frame document.

  20. Operations management: a tool to increase profitability.

    Science.gov (United States)

    Mulvehill, M J

    2001-03-01

    Operations management enables the efficient utilization of the production systems in a business. This paper will address several key elements in the business competency of operations management. Specifically, this discussion will review the components of a material requirement planning system and a "just-in-time" system for inventory control and time management to enable the dentist to monitor a portion of the practice's overhead costs.

  1. 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.

  2. OECD/NEA component operational experience, degradation and ageing project

    International Nuclear Information System (INIS)

    Gott, K.; Nevander, O.; Riznic, J.; Lydell, B.

    2015-01-01

    Several OECD Member Countries have agreed to establish the OECD/NEA 'Component Operational Experience, Degradation and Ageing Programme' (CODAP) to encourage multilateral co-operation in the collection and analysis of data relating to degradation and failure of metallic piping and non-piping metallic passive components in commercial nuclear power plants. The scope of the data collection includes service-induced wall thinning, part through-wall cracks, through-wall cracks with and without active leakage, and instances of significant degradation of metallic passive components, including piping pressure boundary integrity. CODAP is the continuation of the 2002-2011 'OECD/NEA Pipe Failure Data Exchange Project' (OPDE) and the Stress Corrosion Cracking Working Group of the 2006-2010 - OECD/NEA SCC and Cable Ageing project - (SCAP). OPDE was formally launched in May 2002. Upon completion of the 3. Term (May 2011), the OPDE project was officially closed to be succeeded by CODAP. In May 2011, 13 countries signed the CODAP first Term agreement. The first Term (2011-2014) work plan includes the development of a web-based relational event database on passive, metallic components in commercial nuclear power plants, a web-based knowledge base on material degradation, codes and standards relating to structural integrity and national practices for managing material degradation. The work plan also addresses the preparation of Topical Reports to foster technical cooperation and to deepen the understanding of national differences in ageing management. These Topical Reports are in the public domain and available for download on the NEA web site. Published in 2014, a first Topical Report addressed flow accelerated corrosion (FAC) of carbon steel and low alloy steel piping. A second Topical Report addresses operating experience with electro-hydraulic control (EHC) and instrument air (IA) system piping

  3. 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.

  4. 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

  5. Managing effective and efficient hub operations : a study of ground time management

    NARCIS (Netherlands)

    Yunita, Theresia

    2009-01-01

    This Logistics Design Project was carried out at KLM Aircraft Services (AS), from February 2008 - April 2009. The project focuses on ideal description of KLM operational controls for daily executions at the hub and within the AS processes. The daily execution at the hub is managed by the Hub Control

  6. 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.

  7. Power generation operations management : due diligence

    International Nuclear Information System (INIS)

    Hill, D.; Paul, G.

    1998-01-01

    The practical applications of an emergency planning process within Edmonton Power's power generation operations management were discussed. A project was initiated to develop a corporate emergency planning standard which incorporates existing emergency procedures into a unified management system. The need for an emergency planning standard which would establish planning criteria became evident after a tornado hit Edmonton on July 31, 1987, killing 27 and causing $330 million in damages. The emergency plans in effect at the time were less than adequate. The components of the new emergency planning standards include: (1) policy and hazard analysis, (2) functional responsibilities, (3) initial response, (4) emergency support, (5) mutual aid, (6) business protection and recovery, (7) emergency response debriefing, (8) training and exercises, and (9) emergency plan distribution and maintenance. A brief summary of the intent of each section, and some of the experiences learned during the development of this emergency plan are described for the benefit of those who may be called upon to develop an integrated emergency plan in the future. 1 ref

  8. 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…

  9. Unit costs of waste management operations

    International Nuclear Information System (INIS)

    Kisieleski, W.E.; Folga, S.M.; Gillette, J.L.; Buehring, W.A.

    1994-04-01

    This report provides estimates of generic costs for the management, disposal, and surveillance of various waste types, from the time they are generated to the end of their institutional control. Costs include monitoring and surveillance costs required after waste disposal. Available data on costs for the treatment, storage, disposal, and transportation of spent nuclear fuel and high-level radioactive, low-level radioactive, transuranic radioactive, hazardous, mixed (low-level radioactive plus hazardous), and sanitary wastes are presented. The costs cover all major elements that contribute to the total system life-cycle (i.e., ''cradle to grave'') cost for each waste type. This total cost is the sum of fixed and variable cost components. Variable costs are affected by operating rates and throughput capacities and vary in direct proportion to changes in the level of activity. Fixed costs remain constant regardless of changes in the amount of waste, operating rates, or throughput capacities. Key factors that influence cost, such as the size and throughput capacity of facilities, are identified. In many cases, ranges of values for the key variables are presented. For some waste types, the planned or estimated costs for storage and disposal, projected to the year 2000, are presented as graphics

  10. 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

  11. 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.

  12. 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, ...

  13. 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...

  14. 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.

  15. Evaluation on Collaborative Satisfaction for Project Management Team in Integrated Project Delivery Mode

    Science.gov (United States)

    Zhang, L.; Li, Y.; Wu, Q.

    2013-05-01

    Integrated Project Delivery (IPD) is a newly-developed project delivery approach for construction projects, and the level of collaboration of project management team is crucial to the success of its implementation. Existing research has shown that collaborative satisfaction is one of the key indicators of team collaboration. By reviewing the literature on team collaborative satisfaction and taking into consideration the characteristics of IPD projects, this paper summarizes the factors that influence collaborative satisfaction of IPD project management team. Based on these factors, this research develops a fuzzy linguistic method to effectively evaluate the level of team collaborative satisfaction, in which the authors adopted the 2-tuple linguistic variables and 2-tuple linguistic hybrid average operators to enhance the objectivity and accuracy of the evaluation. The paper demonstrates the practicality and effectiveness of the method through carrying out a case study with the method.

  16. 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.

  17. Operations Management on The Construction Site

    DEFF Research Database (Denmark)

    Koch, Christian

    2004-01-01

    this as a refreshing renewal and improvement of practical operations management at the site. However this paper will present a first step of development of a new approach to operations management at the building site, which at the same time builds on, and criticize lean construction for missing the point...... of the knowledge economy. This endeavour is carried out in two ways. First by a reading of the operations management literature. Juxtaposing this with lean construction extentions and the critique developed by other scholars. And also drawing on human resource management approaches. Second through a series......” scheme. In both directions it is revealed that the human resource and knowledge element of building processes is largely left untouched by lean construction methods. It is suggested to introduce at least two more dimensions of operations management at the site than the ones offered in lean construction...

  18. 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

  19. 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.

  20. 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.

  1. 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...

  2. 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.

  3. 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

  4. 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

  5. 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

  6. Ethics in an operations management course.

    Science.gov (United States)

    Rudnicka, Ewa A

    2005-10-01

    Graduates of the management major at the University of Pittsburgh at Greensburg find employment in a variety of organizations. As future managers with employees from different professions, students expressed an interest in discussing ethics cases in the operations management class. The semester starts with students familiarizing themselves with various professional and corporate codes of ethics. Throughout the semester a number of short ethics' cases in operations' areas such as inventory management, scheduling, facility location, and product design are introduced to illustrate ethical issues that a manager and his/her employees might face. Students prepare individual responses before the in-class discussions. The semester ends with a long group ethics case discussion and formal case presentations. In the end-of-semester survey, students responded very favorably to an ethics component in the operations management class.

  7. Operational reliability management; Gestao da confiabilidade operacional

    Energy Technology Data Exchange (ETDEWEB)

    Bressan, Edemir [Refinaria Alberto Pasqualini (REFAP), Canoas, RS (Brazil). Setor de Tecnologia de Equipamentos

    2000-07-01

    It is described the PETROBRAS Alberto Pasqualini Refinery process plant reliability management, strategies, maintenance organizational structure, management processes, predictive and preventive maintenance, condition monitoring techniques, reliability metrics, pointing out a need for close work relationship between production, maintenance and project engineering functions with highly qualified and committed proper teams, in order to reach one of the highest mechanical availability among Latin America refineries. (author)

  8. Development of nuclear plant Operation Management System

    Energy Technology Data Exchange (ETDEWEB)

    Koide, I.; Okada, T.; Ishida, K. [Chubu Electric Power Co. Inc., Nagoya (Japan)

    1998-09-01

    Recently it has become more important to detect a change in operational characteristics and to take appropriate corrective actions before it deteriorates to an incident in nuclear power plants. Therefore, aiming at earlier detection of a tendency change, swifter corrective actions and more effective application of operational data, we have developed Operation Management System which automatically acquires, accumulates and observes operational data of Hamaoka Nuclear Power Station through cycles. (author)

  9. Development of nuclear plant Operation Management System

    International Nuclear Information System (INIS)

    Koide, I.; Okada, T.; Ishida, K.

    1998-01-01

    Recently it has become more important to detect a change in operational characteristics and to take appropriate corrective actions before it deteriorates to an incident in nuclear power plants. Therefore, aiming at earlier detection of a tendency change, swifter corrective actions and more effective application of operational data, we have developed Operation Management System which automatically acquires, accumulates and observes operational data of Hamaoka Nuclear Power Station through cycles. (author)

  10. Defense waste management operations at the Nevada Test Site

    International Nuclear Information System (INIS)

    Williams, R.E.; Kendall, E.W.

    1988-01-01

    Waste management activities were initiated at the Nevada Test Site (NTS) to dispose of low-level wastes (LLW) produced by the Department of Energy's (DOE's) weapons testing program. Disposal activities have expanded from the burial of atmospheric weapons testing debris to demonstration facilities for greater-than-Class-C (GTCC) waste, transuranic (TRU) waste storage and certification, and the development of a mixed waste (MW) facility. Site specific operational research projects support technology development required for the various disposal facilities. The annual cost of managing the facilities is about $6 million depending on waste volumes and types. The paper discusses site selection; establishment of the Radioactive Waste Management Project; operations with respect to low-level radioactive wastes, transuranic waste storage, greater confinement disposal test, and mixed waste management facility; and related research activities such as tritium migration studies, revegetation studies, and in-situ monitoring of organics

  11. Student Perceptions of Collaborative Learning in Operations Management Classes

    Science.gov (United States)

    Yazici, Hulya Julie

    2004-01-01

    Given today's global work environment, business education should prepare learners not only for technical excellence but also for effective collaboration. In this article, the author describes how collaborative activities--ranging from exams to projects and role playing--enhance the understanding of operations management (OM). The author found that…

  12. Is DevOps another Project Management Methodology?

    Directory of Open Access Journals (Sweden)

    Logica BANICA

    2017-01-01

    Full Text Available In this paper, the authors aim to present the concept of DevOps (Development & Operations, considering its degree of novelty in the area of project management. Firstly, the authors will bring theoretical arguments to support the idea that DevOps is an early-stage methodology, built on the Agile principles, but coming with its own contributions in project management for software development and implementation. Therefore, we believe that after a short time, DevOps will replace its predecessors. Secondly, we experienced this methodology by developing a small project in academic environment by three teams of master students, using VersionOne software. The Conclusions will emphasize the relevance and the future expected effects of DevOps methodology in the project management domain.

  13. 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

  14. 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…

  15. 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

  16. 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...

  17. 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.

  18. 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).

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

    Energy Technology Data Exchange (ETDEWEB)

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

    1996-10-01

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

  20. Post contract / Project management in Nuclear Malaysia

    International Nuclear Information System (INIS)

    Mohd Jamil Hashim

    2010-01-01

    Full-text: Post contract is a period from issuance certificate of practical completion until final statement of account of the project. If this procedure not completed the whole project will at large, create customers un-satisfaction, contractual obligation not complied, record not completed and financial setback. With the usage terms of contract, standard JKR circulars, treasury circulars and JKR quality manual BKJ will produce new Standard operating procedure, SOP with regards to these matters. In doing so it shall increase customer satisfaction and reduce time to finalise project and provide good record system. Keywords: Post contract, certificate of practical completion, final account, customer satisfaction, Standard operating procedure. (author)