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Sample records for project schedule management

  1. Project management with dynamic scheduling baseline scheduling, risk analysis and project control

    CERN Document Server

    Vanhoucke, Mario

    2013-01-01

    The topic of this book is known as dynamic scheduling, and is used to refer to three dimensions of project management and scheduling: the construction of a baseline schedule and the analysis of a project schedule's risk as preparation of the project control phase during project progress. This dynamic scheduling point of view implicitly assumes that the usability of a project's baseline schedule is rather limited and only acts as a point of reference in the project life cycle.

  2. Engineering schedule control of nuclear power project planning and management

    International Nuclear Information System (INIS)

    Meng Hao

    2014-01-01

    Nuclear power design is the important part of project management of nuclear power project, it is the way to control the project organization, design schedule, design progress, design quality and cost control. The good schedule system and control is the key to the success for the project. It is also analyzed the problem during the project, by using some theory and analyze the project structure, design schedule management, IED and document management and interface management propose some new idea for better improve the design management to finally better improve the management quality and efficiency. (author)

  3. 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.

  4. Planning construction of integrative schedule management for nuclear power project

    International Nuclear Information System (INIS)

    Zeng Zhenglin; Wang Wenying; Peng Fei

    2012-01-01

    This paper introduces the planning construction of integrative schedule management for Nuclear Power Project. It details schedule management system and the requirement of schedulers and the mode of three schedule management flats. And analysis it combing with the implementation of construction water and all special schedules before FCD to further propose the improving and researching direction for the integrative schedule management. (authors)

  5. Management information system for cost-schedule integration control for nuclear power projects

    International Nuclear Information System (INIS)

    Liu Wei; Wang Yongqing; Tian Li

    2001-01-01

    Based on the project management experience abroad and at home, a cost-schedule integration control model was developed to improve nuclear power project management. The model integrates cost data with the scheduling data by unity coding to efficiently implement cost-schedule integration control on line. The software system architecture and database is designed and implemented. The system functions include estimating and forecasting dynamically cash flow, scheduling and evaluating deviation from the cost-schedule plan, etc. The research and development of the system should improve the architecture of computer integrated management information systems for nuclear power projects in China

  6. 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...

  7. NASA Schedule Management Handbook

    Science.gov (United States)

    2011-01-01

    The purpose of schedule management is to provide the framework for time-phasing, resource planning, coordination, and communicating the necessary tasks within a work effort. The intent is to improve schedule management by providing recommended concepts, processes, and techniques used within the Agency and private industry. The intended function of this handbook is two-fold: first, to provide guidance for meeting the scheduling requirements contained in NPR 7120.5, NASA Space Flight Program and Project Management Requirements, NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Requirements, NPR 7120.8, NASA Research and Technology Program and Project Management Requirements, and NPD 1000.5, Policy for NASA Acquisition. The second function is to describe the schedule management approach and the recommended best practices for carrying out this project control function. With regards to the above project management requirements documents, it should be noted that those space flight projects previously established and approved under the guidance of prior versions of NPR 7120.5 will continue to comply with those requirements until project completion has been achieved. This handbook will be updated as needed, to enhance efficient and effective schedule management across the Agency. It is acknowledged that most, if not all, external organizations participating in NASA programs/projects will have their own internal schedule management documents. Issues that arise from conflicting schedule guidance will be resolved on a case by case basis as contracts and partnering relationships are established. It is also acknowledged and understood that all projects are not the same and may require different levels of schedule visibility, scrutiny and control. Project type, value, and complexity are factors that typically dictate which schedule management practices should be employed.

  8. A visual representation system for the scheduling and management of projects

    NARCIS (Netherlands)

    Pollalis, S.N.

    1992-01-01

    A VISUAL SCHEDULING AND MANAGEMENT SYSTEM (VSMS) This work proposes a new system for the visual representation of projects that displays the quantities of work, resources and cost. This new system, called Visual Scheduling and Management System, has a built-in hierarchical system to provide

  9. Scheduling for decommissioning projects

    International Nuclear Information System (INIS)

    Podmajersky, O.E.

    1987-01-01

    This paper describes the Project Scheduling system being employed by the Decommissioning Operations Contractor at the Shippingport Station Decommissioning Project (SSDP). Results from the planning system show that the project continues to achieve its cost and schedule goals. An integrated cost and schedule control system (C/SCS) which uses the concept of earned value for measurement of performance was instituted in accordance with DOE orders. The schedule and cost variances generated by the C/SCS system are used to confirm management's assessment of project status. This paper describes the types of schedules and tools used on the SSDP project to plan and monitor the work, and identifies factors that are unique to a decommissioning project that make scheduling critical to the achievement of the project's goals. 1 fig

  10. Simulated Annealing Genetic Algorithm Based Schedule Risk Management of IT Outsourcing Project

    Directory of Open Access Journals (Sweden)

    Fuqiang Lu

    2017-01-01

    Full Text Available IT outsourcing is an effective way to enhance the core competitiveness for many enterprises. But the schedule risk of IT outsourcing project may cause enormous economic loss to enterprise. In this paper, the Distributed Decision Making (DDM theory and the principal-agent theory are used to build a model for schedule risk management of IT outsourcing project. In addition, a hybrid algorithm combining simulated annealing (SA and genetic algorithm (GA is designed, namely, simulated annealing genetic algorithm (SAGA. The effect of the proposed model on the schedule risk management problem is analyzed in the simulation experiment. Meanwhile, the simulation results of the three algorithms GA, SA, and SAGA show that SAGA is the most superior one to the other two algorithms in terms of stability and convergence. Consequently, this paper provides the scientific quantitative proposal for the decision maker who needs to manage the schedule risk of IT outsourcing project.

  11. Project management a systems approach to planning, scheduling, and controlling

    CERN Document Server

    Kerzner, Harold

    2017-01-01

    Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI(r)'s latest Project Management Body of Knowledge (PMBOK(r)). This new 12th edition has been updated to reflect the latest changes found in the PMBOK(r) Guide--Sixth Edition, and features new coverage of emerging topics including global stakeholder management, causes of failure, agile project management, project governance failure, customer approval milestones, classifying project metrics, and more. Supplementary materials are available for students, working professionals, and instructors. * Understand organizational structures and project management functions * Learn how to control costs, manage risk, and analyze trade-offs * Examine different methods used for planning, scheduling, QA, and more * Work effectively with customers and stakeholders from around the globe Project Management is the comprehensive reference to keep within arm's reach. ...

  12. Radioactive Waste Management System: Draft Project Decision Schedule. Revision

    International Nuclear Information System (INIS)

    1985-07-01

    The Nuclear Waste Policy Act (NWPA) of 1982 (Pub. L. 97-425) requires that the Secretary of Energy prepare, in cooperation with affected Federal agencies, a Project Decision Schedule that portrays the optimum way to attain the operation of geologic repositories. The Draft Project Decision Schedule portrays the major milestones of the Radioactive Waste Management System. It also depicts the set of activities for which Federal agencies have responsibility and the deadlines for taking the required action that are associated with the activities. The NWPA also requires that Federal agencies having determined that they: (1) cannot comply with a deadline for taking a required action; or (2) fail to comply with a deadline contained in the Project Decision Schedule; submit a comprehensive report to the Secretary of Energy and Congress to explain their failure or expected failure. The Secretary, in turn, is required to submit to Congress a response to the agency's report. 7 figs., 13 tabs

  13. The Difficulty in Following Project Schedule as a Key Project Management Challenge: Family Firm Perspective

    Directory of Open Access Journals (Sweden)

    Joanna SADKOWSKA

    2016-12-01

    Full Text Available The problem of how to manage projects successfully has been gaining growing interest for the last decades. The aforementioned is mainly caused by the fact that project management offers a wide range of methods and tools which, when properly used, can stimulate long-term growth of businesses. As a consequence it offers a particular development opportunity for family enterprises which, due to their specificity, have to overcome many difficulties. The primary objective of this paper is to examine whether family enterprises perceive, and to what extent, the factor of following project schedule as a difficulty in the area of project management. 154 Polish family firms representing different sectors were surveyed. The results of regression analysis show that family firms with global range of business activities, on the contrary to those with local or regional ones, do not find the factor of following project schedule as a difficulty. This results manly from the tools employed and the maturity level they have reached in project management. The findings support the current discussion on the specificity and uniqueness of family businesses in relationship to the knowledge area of project management. It also contributes to filling the gap on understanding the functioning of family firms in the emerging economies of Eastern Europe.

  14. Scheduling of resource-constrained projects

    CERN Document Server

    Klein, Robert

    2000-01-01

    Project management has become a widespread instrument enabling organizations to efficiently master the challenges of steadily shortening product life cycles, global markets and decreasing profit margins. With projects increasing in size and complexity, their planning and control represents one of the most crucial management tasks. This is especially true for scheduling, which is concerned with establishing execution dates for the sub-activities to be performed in order to complete the project. The ability to manage projects where resources must be allocated between concurrent projects or even sub-activities of a single project requires the use of commercial project management software packages. However, the results yielded by the solution procedures included are often rather unsatisfactory. Scheduling of Resource-Constrained Projects develops more efficient procedures, which can easily be integrated into software packages by incorporated programming languages, and thus should be of great interest for practiti...

  15. Project Scheduling Based on Risk of Gas Transmission Pipe

    Science.gov (United States)

    Silvianita; Nurbaity, A.; Mulyadi, Y.; Suntoyo; Chamelia, D. M.

    2018-03-01

    The planning of a project has a time limit on which must be completed before or right at a predetermined time. Thus, in a project planning, it is necessary to have scheduling management that is useful for completing a project to achieve maximum results by considering the constraints that will exists. Scheduling management is undertaken to deal with uncertainties and negative impacts of time and cost in project completion. This paper explains about scheduling management in gas transmission pipeline project Gresik-Semarang to find out which scheduling plan is most effectively used in accordance with its risk value. Scheduling management in this paper is assissted by Microsoft Project software to find the critical path of existing project scheduling planning data. Critical path is the longest scheduling path with the fastest completion time. The result is found a critical path on project scheduling with completion time is 152 days. Furthermore, the calculation of risk is done by using House of Risk (HOR) method and it is found that the critical path has a share of 40.98 percent of all causes of the occurence of risk events that will be experienced.

  16. Project control integrating cost and schedule in construction

    CERN Document Server

    Del Pico, Wayne J

    2013-01-01

    The key to successful project control is the fusing of cost to schedule whereby the management of one helps to manage the other. Project Control: Integrating Cost and Schedule in Construction explores the reasons behind and the methodologies for proper planning, monitoring, and controlling both project costs and schedule. Filling a current void the topic of project control applied to the construction industry, it is essential reading for students and professionals alike.

  17. Understanding Applications of Project Planning and Scheduling in Construction Projects

    OpenAIRE

    AlNasseri, Hammad Abdullah

    2015-01-01

    Construction project life-cycle processes must be managed in a more effective and predictable way to meet project stakeholders’ needs. However, there is increasing concern about whether know-how effectively improves understanding of underlying theories of project management processes for construction organizations and their project managers. Project planning and scheduling are considered as key and challenging tools in controlling and monitoring project performance, but many worldwide constru...

  18. Software Schedules Missions, Aids Project Management

    Science.gov (United States)

    2008-01-01

    NASA missions require advanced planning, scheduling, and management, and the Space Agency has worked extensively to develop the programs and software suites necessary to facilitate these complex missions. These enormously intricate undertakings have hundreds of active components that need constant management and monitoring. It is no surprise, then, that the software developed for these tasks is often applicable in other high-stress, complex environments, like in government or industrial settings. NASA work over the past few years has resulted in a handful of new scheduling, knowledge-management, and research tools developed under contract with one of NASA s partners. These tools have the unique responsibility of supporting NASA missions, but they are also finding uses outside of the Space Program.

  19. Mathematical programming and financial objectives for scheduling projects

    CERN Document Server

    Kimms, Alf

    2001-01-01

    Mathematical Programming and Financial Objectives for Scheduling Projects focuses on decision problems where the performance is measured in terms of money. As the title suggests, special attention is paid to financial objectives and the relationship of financial objectives to project schedules and scheduling. In addition, how schedules relate to other decisions is treated in detail. The book demonstrates that scheduling must be combined with project selection and financing, and that scheduling helps to give an answer to the planning issue of the amount of resources required for a project. The author makes clear the relevance of scheduling to cutting budget costs. The book is divided into six parts. The first part gives a brief introduction to project management. Part two examines scheduling projects in order to maximize their net present value. Part three considers capital rationing. Many decisions on selecting or rejecting a project cannot be made in isolation and multiple projects must be taken fully into a...

  20. 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.

  1. Integrated multi-resource planning and scheduling in engineering project

    Directory of Open Access Journals (Sweden)

    Samer Ben Issa

    2017-01-01

    Full Text Available Planning and scheduling processes in project management are carried out sequentially in prac-tice, i.e. planning project activities first without visibility of resource limitation, and then schedul-ing the project according to these pre-planned activities. This is a need to integrate these two pro-cesses. In this paper, we use Branch and Bound approach for generating all the feasible and non-feasible project schedules with/without activity splitting, and with a new criterion called “the Minimum Moments of Resources Required around X-Y axes (MMORR”, we select the best feasible project schedule to integrate plan processing and schedule processing for engineering projects. The results illustrate that this integrated approach can effectively select the best feasible project schedule among alternatives, improves the resource utilization, and shortens the project lead time.

  2. Schedule control in Ling Ao nuclear power project

    International Nuclear Information System (INIS)

    Xie Ahai

    2007-01-01

    Ling Ao Nuclear Power Station (LANP) is first one built up by self-reliance in China with power capacity 990x2 MWe. The results of quality control, schedule control and cost control are satisfactory. The commercial operation days of Unit 1 and Unit 2 were 28th May 2002 and 8th Jan. 2003 respectively, which were 48 days and 66 days in advance of the project schedule. This paper presents the practices of self-reliance schedule control system in LANP. The paper includes 10 sections: schedule control system; targets of schedule control; schedule control at early stage of project; construction schedule; scheduling practice; Point curves; schedule control of design and procurement; a good practice of construction schedule control on site; commissioning and startup schedule; schedule control culture. Three figures are attached. The main contents of the self-reliance schedule control system are as follows: to draw up reasonable schedules and targets; to setup management mechanism and procedures; to organize powerful project management team; to establish close monitoring system; to provide timely progress reports and statistics information. Five kinds of schedule control targets are introduced, i.e. bar-chart schedule; milesones; Point curves; interface management; hydraulic test schedule of auxiliary piping loops; EMR/EMC/EESR issuance schedules. Six levels of bar-chart schedules were adopted in LANP, but the bar-chart schedules were not satisfactory for complicated erection condition on site, even using six levels of schedules. So a kind of Point curves was developed and their advantages are explained. Scheduling method of three elements: activity, duration, logic, which was adopted in LANP, is introduced. The duration of each piping activities in LANP level 2 project schedule was calculated based on the relevant working Point quantities. The analysis and adjustment of Point curves are illustrated, i.e. balance of monthly quantities; possible production in the peakload

  3. Scheduling projects with multiskill learning effect.

    Science.gov (United States)

    Zha, Hong; Zhang, Lianying

    2014-01-01

    We investigate the project scheduling problem with multiskill learning effect. A new model is proposed to deal with the problem, where both autonomous and induced learning are considered. In order to obtain the optimal solution, a genetic algorithm with specific encoding and decoding schemes is introduced. A numerical example is used to illustrate the proposed model. The computational results show that the learning effect cannot be neglected in project scheduling. By means of determining the level of induced learning, the project manager can balance the project makespan with total cost.

  4. Effects of resource management regimes on project schedule

    NARCIS (Netherlands)

    Al-Jibouri, Saad H.S.

    2002-01-01

    This paper deals with the problem of resource scheduling within given resource constraints on a sectionalised construction project. A computer model has been developed which realistically simulates the progress of projects. A project has been selected and divided into sections whereby section

  5. The development of KMRR schedule and progress control system (KSPCS) for the master schedule of KMRR project

    International Nuclear Information System (INIS)

    Choi, Chang Woong; Lee, Tae Joon; Kim, Joon Yun; Cho, Yun Ho; Hah, Jong Hyun

    1993-07-01

    This report was to development the computerized schedule and progress control system for the master schedule of KMRR project with ARTEMIS 7000/386 CM (Ver. 7.4.2.) based on project management theory (PERT/CPM, PDM, and S-curve). This system has been efficiently used for KMRR master schedule and will be utilized for the detail scheduling of KMRR project. (Author) 23 refs., 26 figs., 52 tabs

  6. The development of KMRR schedule and progress control system (KSPCS) for the master schedule of KMRR project

    Energy Technology Data Exchange (ETDEWEB)

    Choi, Chang Woong; Lee, Tae Joon; Kim, Joon Yun; Cho, Yun Ho; Hah, Jong Hyun [Korea Atomic Energy Research Institute, Taejon (Korea, Republic of)

    1993-07-01

    This report was to development the computerized schedule and progress control system for the master schedule of KMRR project with ARTEMIS 7000/386 CM (Ver. 7.4.2.) based on project management theory (PERT/CPM, PDM, and S-curve). This system has been efficiently used for KMRR master schedule and will be utilized for the detail scheduling of KMRR project. (Author) 23 refs., 26 figs., 52 tabs.

  7. 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...

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

    International Nuclear Information System (INIS)

    Lee, Kwang Ho; Roh, Myung Sub

    2013-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-10-15

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

  10. Schedule reconciliation tests for management prudency determination

    International Nuclear Information System (INIS)

    Howell, G.E.

    1986-01-01

    The prudency audit of a nuclear project involves engineering, construction, financial, and management dimensions. The audit must retrospectively evaluate the decisions and actions of management decision makers and then equitably allocate the cost impacts of those decisions and actions in a comprehensive and objective manner. In most situations, determination of the impact of schedule delays is a paramount issue. Manzi and Associates uses an approach to schedule reconciliation that focuses on the site-specific, as-built condition. The as-built schedule model is analyzed by a backward pass, or but-for methodology which focuses on the causes and impacts of identified delays. The objective is to demonstrate that but-for the identified delay, the project could have been built in the as-planned time frame. The but-for methodology has been used in many contract dispute cases and is currently being applied to schedule reconciliation on several nuclear plants. The potential for applying this methodology to both new construction and retrofit projects is great

  11. Schedule and staffing of a nuclear power project

    International Nuclear Information System (INIS)

    Polliart, A.J.; Csik, B.

    1977-01-01

    Establishment of construction schedule: a) preliminary construction schedule; b) PERT (Program Evaluation Review Techniques) analytical method; c) identify key milestone target dates; d) inter-action by participants and contribution to support revised construction schedule. - Construction schedule control: a) ability to update and modify construction schedule; b) alternate plans to circumvent restraints (problems); c) critical path activity-controls; d) continuous review and report system. - Updating construction site reports to include: 1) progress, 2) accomplishments, 3) potential problems and alternate plans; b) progress reports on related support services; c) total assessment of participating groups on schedule; d) information required by management for decisions. - Typical causes for delays in project schedule. (orig.) [de

  12. An IS Project Management Course Project

    Science.gov (United States)

    Frank, Ronald L.

    2010-01-01

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

  13. 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.

  14. Research on information models for the construction schedule management based on the IFC standard

    Directory of Open Access Journals (Sweden)

    Weirui Xue

    2015-05-01

    Full Text Available Purpose: The purpose of this article is to study the description and extension of the Industry Foundation Classes (IFC standard in construction schedule management, which achieves the information exchange and sharing among the different information systems and stakeholders, and facilitates the collaborative construction in the construction projects. Design/methodology/approach: The schedule information processing and coordination are difficult in the complex construction project. Building Information Modeling (BIM provides the platform for exchanging and sharing information among information systems and stakeholders based on the IFC standard. Through analyzing the schedule plan, implementing, check and control, the information flow in the schedule management is reflected based on the IDEF. According to the IFC4, the information model for the schedule management is established, which not only includes the each aspect of the schedule management, but also includes the cost management, the resource management, the quality management and the risk management. Findings: The information requirement for the construction schedule management can be summarized into three aspects: the schedule plan information, the implementing information and the check and control information. The three aspects can be described through the existing and extended entities of IFC4, and the information models are established. Originality/value: The main contribution of the article is to establish the construction schedule management information model, which achieves the information exchange and share in the construction project, and facilitates the development of the application software to meet the requirements of the construction project.

  15. 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

  16. ELIMINATION OF THE DISADVANTAGES OF SCHEDULING-NETWORK PLANNING BY APPLYING THE MATRIX OF KEY PROJECT EVENTS

    OpenAIRE

    Morozenko Andrey Aleksandrovich; Krasovskiy Dmitriy Viktorovich

    2017-01-01

    The article discusses the current disadvantages of the scheduling-network planning in the management of the terms of investment-construction project. Problems associated with the construction of the schedule and the definitions of the duration of the construction project are being studied. The problems of project management for the management apparatus are shown, which consists in the absence of mechanisms for prompt response to deviations in the parameters of the scheduling-network diagram. ...

  17. Resource allocation in IT projects: using schedule optimization

    Directory of Open Access Journals (Sweden)

    Michael Chilton

    2014-01-01

    Full Text Available Resource allocation is the process of assigning resources to tasks throughout the life of a project. Despite sophisticated software packages devoted to keeping track of tasks, resources and resource assignments, it is often the case that project managers find some resources over-allocated and therefore unable to complete the assigned work in the allotted amount of time. Most scheduling software has provisions for leveling resources, but the techniques for doing so simply add time to the schedule and may cause delays in tasks that are critical to the project in meeting deadlines. This paper presents a software application that ensures that resources are properly balanced at the beginning of the project and eliminates the situation in which resources become over-allocated. It can be used in a multi-project environment and reused throughout the project as tasks, resource assignments and availability, and the project scope change. The application utilizes the bounded enumeration technique to formulate an optimal schedule for which both the task sequence and resource availability are taken into account. It is run on a database server to reduce the running time and make it a viable application for practitioners.

  18. Project Schedule Simulation

    DEFF Research Database (Denmark)

    Mizouni, Rabeb; Lazarova-Molnar, Sanja

    2015-01-01

    overrun both their budget and time. To improve the quality of initial project plans, we show in this paper the importance of (1) reflecting features’ priorities/risk in task schedules and (2) considering uncertainties related to human factors in plan schedules. To make simulation tasks reflect features......’ priority as well as multimodal team allocation, enhanced project schedules (EPS), where remedial actions scenarios (RAS) are added, were introduced. They reflect potential schedule modifications in case of uncertainties and promote a dynamic sequencing of involved tasks rather than the static conventional...... this document as an instruction set. The electronic file of your paper will be formatted further at Journal of Software. Define all symbols used in the abstract. Do not cite references in the abstract. Do not delete the blank line immediately above the abstract; it sets the footnote at the bottom of this column....

  19. REPNET: project scheduling and workflow optimization for Construction Projects

    Directory of Open Access Journals (Sweden)

    Marco Alvise Bragadin

    2013-10-01

    Full Text Available Project planning and control are core processes for construction management. In practice project planning is achieved by network - based techniques like Precedence Diagramming Method (PDM.Indeed many researchers and practitioners claims that networking techniques as such do not provide a suitable model for construction projects. Construction process modeling should incorporate for specific features of resource flows through project activities. So an improved resource scheduling method for construction is developed, called REPNET, based on a precedence network plotted on a resource–space chart and presented with a flow-line chart. The heuristics of REPNET are used to carry out resource timing while optimizing processes flows and resource usage. The method has been tested on a sample project.

  20. Do Projects really end late? On the shortcomings of the classical scheduling techniques

    Directory of Open Access Journals (Sweden)

    Pablo Ballesteros-Pérez

    2018-03-01

    Full Text Available Many engineering projects fail to meet their planned completion dates in real practice. This a recurrent topic in the project management literature, with poor planning and controlling practices frequently cited among the most significant causes of delays. Unfortunately, hardly any attention has been paid to the fact that the classical scheduling techniques: Gantt chart, Critical Path Method (CPM, and Program Evaluation and Review Technique (PERT, may not be as fit for purpose as they seem. Arguably, because of their relative simplicity, these techniques are still almost the only ones taught nowadays in most introductory courses to scheduling in many engineering and management degrees. However, by utterly ignoring or inappropriately dealing with activity duration variability, these techniques provide optimistic completion dates, while suffering from other shortcomings. Through a series of simple case studies that can be developed with a few participants and common dice, a systematic critique of the classical scheduling techniques is offered. Discussion of the case studies results illustrate why limiting the contents of scheduling education and teaching can be detrimental, as the aforementioned classical scheduling techniques cannot not provide project managers with sufficient resources to effectively plan and control real projects.

  1. Quantify Risk to Manage Cost and Schedule

    National Research Council Canada - National Science Library

    Raymond, Fred

    1999-01-01

    Too many projects suffer from unachievable budget and schedule goals, caused by unrealistic estimates and the failure to quantify and communicate the uncertainty of these estimates to managers and sponsoring executives...

  2. 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...

  3. The Business Change Initiative: A Novel Approach to Improved Cost and Schedule Management

    Science.gov (United States)

    Shinn, Stephen A.; Bryson, Jonathan; Klein, Gerald; Lunz-Ruark, Val; Majerowicz, Walt; McKeever, J.; Nair, Param

    2016-01-01

    Goddard Space Flight Center's Flight Projects Directorate employed a Business Change Initiative (BCI) to infuse a series of activities coordinated to drive improved cost and schedule performance across Goddard's missions. This sustaining change framework provides a platform to manage and implement cost and schedule control techniques throughout the project portfolio. The BCI concluded in December 2014, deploying over 100 cost and schedule management changes including best practices, tools, methods, training, and knowledge sharing. The new business approach has driven the portfolio to improved programmatic performance. The last eight launched GSFC missions have optimized cost, schedule, and technical performance on a sustained basis to deliver on time and within budget, returning funds in many cases. While not every future mission will boast such strong performance, improved cost and schedule tools, management practices, and ongoing comprehensive evaluations of program planning and control methods to refine and implement best practices will continue to provide a framework for sustained performance. This paper will describe the tools, techniques, and processes developed during the BCI and the utilization of collaborative content management tools to disseminate project planning and control techniques to ensure continuous collaboration and optimization of cost and schedule management in the future.

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

    Directory of Open Access Journals (Sweden)

    Sung-Hwan Jo

    2018-05-01

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

  5. Resource-constrained project scheduling problem: review of past and recent developments

    Directory of Open Access Journals (Sweden)

    Farhad Habibi

    2018-01-01

    Full Text Available The project scheduling problem is both practically and theoretically of paramount importance. From the practical perspective, improvement of project scheduling as a critical part of project management process can lead to successful project completion and significantly decrease of the relevant costs. From the theoretical perspective, project scheduling is regarded as one of the in-teresting optimization issues, which has attracted the attention of many researchers in the area of operations research. Therefore, the project scheduling issue has been significantly evaluated over time and has been developed from various aspects. In this research, the topics related to Re-source-Constrained Project Scheduling Problem (RCPSP are reviewed, recent developments in this field are evaluated, and the results are presented for future studies. In this regard, first, the standard problem of RCPSP is expressed and related developments are presented from four as-pects of resources, characteristics of activities, type of objective functions, and availability level of information. Following that, details about 216 articles conducted on RCPSP during 1980-2017 are expressed. At the end, in line with the statistics obtained from the evaluation of previ-ous articles, suggestions are made for the future studies in order to help the development of new issues in this area.

  6. A planning and scheduling system for the LHC project

    CERN Document Server

    Bachy, Gérard; Tarrant, M

    1995-01-01

    The purpose of this paper is to present modern ways to manage time, resources and progress in a large-scale project. Over the last ten years, new project management techniques and tools have appeared such as concurrent engineering, Continuous Acquisition Lifecycle Support (CALS) and Engineering Data Management System (EDMS). The world downturn of the early 90s influenced project management: increasing constraints on time and budget and more external direction on spending that, for example, requires sophisticated sub-contracting practises. However, the evolution of the software and hardware market makes project control tools cheaper and easier to use. All project groups want to have their scope of work considered as complete projects and to control them themselves. This has several consequences on project staff behaviour concerning project control, and has to be taken into account in every planning process designed today. The system described will be at the heart of the planning and scheduling procedures issue...

  7. The Combinatorial Multi-Mode Resource Constrained Multi-Project Scheduling Problem

    Directory of Open Access Journals (Sweden)

    Denis Pinha

    2016-11-01

    Full Text Available This paper presents the formulation and solution of the Combinatorial Multi-Mode Resource Constrained Multi-Project Scheduling Problem. The focus of the proposed method is not on finding a single optimal solution, instead on presenting multiple feasible solutions, with cost and duration information to the project manager. The motivation for developing such an approach is due in part to practical situations where the definition of optimal changes on a regular basis. The proposed approach empowers the project manager to determine what is optimal, on a given day, under the current constraints, such as, change of priorities, lack of skilled worker. The proposed method utilizes a simulation approach to determine feasible solutions, under the current constraints. Resources can be non-consumable, consumable, or doubly constrained. The paper also presents a real-life case study dealing with scheduling of ship repair activities.

  8. Scheduling the scheduling task : a time management perspective on scheduling

    NARCIS (Netherlands)

    Larco Martinelli, J.A.; Wiers, V.C.S.; Fransoo, J.C.

    2013-01-01

    Time is the most critical resource at the disposal of schedulers. Hence, an adequate management of time from the schedulers may impact positively on the scheduler’s productivity and responsiveness to uncertain scheduling environments. This paper presents a field study of how schedulers make use of

  9. 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

  10. 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.

  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. Project schedule and cost estimate report

    International Nuclear Information System (INIS)

    1988-03-01

    All cost tables represent obligation dollars, at both a constant FY 1987 level and an estimated escalation level, and are based on the FY 1989 DOE Congressional Budget submittal of December 1987. The cost tables display the total UMTRA Project estimated costs, which include both Federal and state funding. The Total Estimated Cost (TEC) for the UMTRA Project is approximately $992.5 million (in 1987 escalated dollars). Project schedules have been developed that provide for Project completion by September 1994, subject to Congressional approval extending DOE's authorization under Public Law 95-604. The report contains site-specific demographic data, conceptual design assumptions, preliminary cost estimates, and site schedules. A general project overview is also presented, which includes a discussion of the basis for the schedule and cost estimates, contingency assumptions, work breakdown structure, and potential project risks. The schedules and cost estimates will be revised as necessary to reflect appropriate decisions relating to relocation of certain tailings piles, or other special design considerations or circumstances (such as revised EPA groundwater standards), and changes in the Project mission. 27 figs', 97 tabs

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

    Directory of Open Access Journals (Sweden)

    Sergey V. Rajewski

    2016-01-01

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

  14. 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

  15. Project management a systems approach to planning, scheduling, and controlling

    CERN Document Server

    Kerzner, Harold

    2013-01-01

    The bestselling project management text for students andprofessionals-now updated and expanded This Eleventh Edition of the bestselling "bible" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone "super"case on the "Iridium Project" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam. This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections...

  16. Where do we stand with fuzzy project scheduling?

    CERN Document Server

    Bonnal, Pierre; Lacoste, Germain

    2004-01-01

    Fuzzy project scheduling has interested several researchers in the past two decades; about 20 articles have been written on this issue. Contrary to stochastic project-scheduling approaches that are used by many project schedulers, and even if the axiomatic associated to the theory of probabilities is not always compatible with decision-making situations, fuzzy project-scheduling approaches that are most suited to these situations have been kept in the academic sphere. This paper starts by recalling the differences one can observe between uncertainty and imprecision. Then most of the published research works that have been done in this field are summarized. Finally, a framework for addressing the resource-constrained fuzzy project- scheduling problem is proposed. This framework uses temporal linguistic descriptors, which might become very interesting features to the project-scheduling practitioners.

  17. Project management in nuclear equipment manufacture

    International Nuclear Information System (INIS)

    Liu Jiancheng

    2005-01-01

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

  18. Agent-Based Simulations for Project Management

    Science.gov (United States)

    White, J. Chris; Sholtes, Robert M.

    2011-01-01

    Currently, the most common approach used in project planning tools is the Critical Path Method (CPM). While this method was a great improvement over the basic Gantt chart technique being used at the time, it now suffers from three primary flaws: (1) task duration is an input, (2) productivity impacts are not considered , and (3) management corrective actions are not included. Today, computers have exceptional computational power to handle complex simulations of task e)(eculion and project management activities (e.g ., dynamically changing the number of resources assigned to a task when it is behind schedule). Through research under a Department of Defense contract, the author and the ViaSim team have developed a project simulation tool that enables more realistic cost and schedule estimates by using a resource-based model that literally turns the current duration-based CPM approach "on its head." The approach represents a fundamental paradigm shift in estimating projects, managing schedules, and reducing risk through innovative predictive techniques.

  19. 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

  20. ELIMINATION OF THE DISADVANTAGES OF SCHEDULING-NETWORK PLANNING BY APPLYING THE MATRIX OF KEY PROJECT EVENTS

    Directory of Open Access Journals (Sweden)

    Morozenko Andrey Aleksandrovich

    2017-07-01

    Full Text Available The article discusses the current disadvantages of the scheduling-network planning in the management of the terms of investment-construction project. Problems associated with the construction of the schedule and the definitions of the duration of the construction project are being studied. The problems of project management for the management apparatus are shown, which consists in the absence of mechanisms for prompt response to deviations in the parameters of the scheduling-network diagram. A new approach to planning the implementation of an investment-construction project based on a matrix of key events and a rejection of the current practice of determining the duration based on inauthentic regulatory data. An algorithm for determining the key events of the project is presented. For increase the reliability of the organizational structure, the load factor of the functional block in the process of achieving the key event is proposed. Recommendations for improving the interaction of the participants in the investment-construction project are given.

  1. Project scheduling with resources constraints: application in the equipment production for the oil industry; Scheduling de projetos com restricao de recursos: aplicacao na producao de equipamentos para a industria de petroleo

    Energy Technology Data Exchange (ETDEWEB)

    Cruz, Carolina A.O.; Ferreira Filho, Virgilio J.M. [Universidade Federal do Rio de Janeiro (UFRJ), Rio de Janeiro, RJ (Brazil). Coordenacao dos Programas de Pos-graduacao de Engenharia (COPPE)

    2008-07-01

    One of the essential steps in the main scope Project Management is the Time Management made by the planning and control of the project schedule. In this work is presented the resource constrained scheduling problem beyond its mathematical formulation and a review of papers about this issue. In sequence is presented a practical example of this model considering a simplified model of an engineering project schedule of oil production equipment. The results obtained with the model application are shown and the conclusions about the work with resource constrained scheduling problems. (author)

  2. Using project management techniques in hydro-relicensing

    International Nuclear Information System (INIS)

    Dominie, D.; Richard, J.

    1991-01-01

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

  3. 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.

  4. Analyzing Integrated Cost-Schedule Risk for Complex Product Systems R&D Projects

    Directory of Open Access Journals (Sweden)

    Zhe Xu

    2014-01-01

    Full Text Available The vast majority of the research efforts in project risk management tend to assess cost risk and schedule risk independently. However, project cost and time are related in reality and the relationship between them should be analyzed directly. We propose an integrated cost and schedule risk assessment model for complex product systems R&D projects. Graphical evaluation review technique (GERT, Monte Carlo simulation, and probability distribution theory are utilized to establish the model. In addition, statistical analysis and regression analysis techniques are employed to analyze simulation outputs. Finally, a complex product systems R&D project as an example is modeled by the proposed approach and the simulation outputs are analyzed to illustrate the effectiveness of the risk assessment model. It seems that integrating cost and schedule risk assessment can provide more reliable risk estimation results.

  5. 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.

  6. Distributed Research Project Scheduling Based on Multi-Agent Methods

    Directory of Open Access Journals (Sweden)

    Constanta Nicoleta Bodea

    2011-01-01

    Full Text Available Different project planning and scheduling approaches have been developed. The Operational Research (OR provides two major planning techniques: CPM (Critical Path Method and PERT (Program Evaluation and Review Technique. Due to projects complexity and difficulty to use classical methods, new approaches were developed. Artificial Intelligence (AI initially promoted the automatic planner concept, but model-based planning and scheduling methods emerged later on. The paper adresses the project scheduling optimization problem, when projects are seen as Complex Adaptive Systems (CAS. Taken into consideration two different approaches for project scheduling optimization: TCPSP (Time- Constrained Project Scheduling and RCPSP (Resource-Constrained Project Scheduling, the paper focuses on a multiagent implementation in MATLAB for TCSP. Using the research project as a case study, the paper includes a comparison between two multi-agent methods: Genetic Algorithm (GA and Ant Colony Algorithm (ACO.

  7. Construction schedule management of China Experimental Fast Reactor

    International Nuclear Information System (INIS)

    Wang Yue

    2012-01-01

    China Experimental Fast Reactor (CEFR) in the first Fast Reactor in China, which is one of large project of the National High Technology Research and Development Program ('863' Program). On 21 st July 2011, CEFR had succeeded to connect to power grid, the target of construction had come true. To a large item, schedule management is one of the most important management, this paper a overall discussion about CEFR item. It has proved that the management of CEFR project is scientific, normative and high-efficiency, it will be valuable for lager Fast Reactor item and designers in interrelated field. (author)

  8. 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).

  9. Office of Civilian Radioactive Waste Management Program Cost and Schedule Baseline

    International Nuclear Information System (INIS)

    1992-09-01

    The purpose of this document is to establish quantitative expressions of proposed costs and schedule to serve as a basis for measurement of program performance. It identifies the components of the Program Cost and Schedule Baseline (PCSB) that will be subject to change control by the Executive (Level 0) and Program (Level 1) Change Control Boards (CCBS) and establishes their baseline values. This document also details PCSB reporting, monitoring, and corrective action requirements. The Program technical baseline contained in the Waste Management System Description (WMSD), the Waste Management System Requirements (WMSR), and the Physical System Requirements documents provide the technical basis for the PCSB. Changes to the PCSB will be approved by the Pregrain Change Control Board (PCCB)In addition to the PCCB, the Energy System Acquisition Advisory Board Baseline CCB (ESAAB BCCB) will perform control functions relating to Total Project Cost (TPC) and major schedule milestones for the Yucca Mountain Site Characterization Project and the Monitored Retrievable Storage (MRS) Project

  10. Office of River Protection: Simplifying Project management tools

    International Nuclear Information System (INIS)

    TAYLOR, D.G.

    2000-01-01

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

  11. Understanding the costs and schedule of hydroelectric projects

    International Nuclear Information System (INIS)

    Merrow, E.W.; Schroeder, B.R.

    1991-01-01

    This paper is based on a study conducted for the World Bank which evaluated the feasibility of developing an empirically based ex ante project analysis system for hydroelectric projects. The system would be used to assess: the reasonableness of engineering-based cost and schedule estimates used for project appraisal and preliminary estimates used to select projects for appraisal; and the potential for cost growth and schedule slip. The system would help identify projects early in the project appraisal process that harbor significantly higher than normal risks of overrunning cost and schedule estimates

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

    Science.gov (United States)

    Fichera, Christopher E.

    2016-01-01

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

  13. Solving project scheduling problems by minimum cut computations

    NARCIS (Netherlands)

    Möhring, R.H.; Schulz, A.S.; Stork, F.; Uetz, Marc Jochen

    In project scheduling, a set of precedence-constrained jobs has to be scheduled so as to minimize a given objective. In resource-constrained project scheduling, the jobs additionally compete for scarce resources. Due to its universality, the latter problem has a variety of applications in

  14. Schedule evolution during the life-time of the LHC project

    CERN Document Server

    Foraz, K; Gaillard, H; Hauviller, Claude; Weisz, S

    2007-01-01

    The Large Hadron Collider Project was approved by the CERN Council in December 1994. The CERN management opted from the beginning of the project for a very aggressive installation planning based on a just-in-time sequencing of all activities. This paper aims to draw how different factors (technical development, procurement, logistics and organization) have impacted on the schedule evolution through the lifetime of the project. It describes the cause effect analysis of the major rescheduling that occurred during the installation of the LHC and presents some general conclusions potentially applicable in other projects.

  15. 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

  16. 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

  17. 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.

  18. 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

  19. Review of Time Management for the Research Reactor Project

    Energy Technology Data Exchange (ETDEWEB)

    Park, Kook-Nam; Park, Su-Jin; Choi, Min-Ho; Yoon, Hyung-Mo; Kim, Hyeonil [KAERI, Daejeon (Korea, Republic of); Lee, Eung-Jae [DAEWOO E and C, Seoul (Korea, Republic of)

    2016-05-15

    In this paper, the processes for the time management, which have actually been implemented for JRTR, are presented. In JRTR, a master schedule was submitted in December 2012 whereas the project was contracted in October 2010. The schedule includes fixing the Engineering Deliverable List (EDL), the list of equipment, the actual issue date, the results of Primavera, a piece of software to manage progress, the progress rate and the issuance of the schedule based on the Project level III. Afterwards JAEC approved to the extension of the schedule from 56 months to 70.5 months mainly due to late preparation of the Jordanian nuclear legislative system. The project schedule was updated up to the fifth revision to compensate the delay by recovering measures such as for design, purchase, construction, and finally the owner of the project, Jordanian Atomic Energy Commission (JAEC) approved in August 2014. Construction work, the prerequisite for commissioning stage A had been finished in February 2016, and commissioning stage A has been being performed.

  20. Review of Time Management for the Research Reactor Project

    International Nuclear Information System (INIS)

    Park, Kook-Nam; Park, Su-Jin; Choi, Min-Ho; Yoon, Hyung-Mo; Kim, Hyeonil; Lee, Eung-Jae

    2016-01-01

    In this paper, the processes for the time management, which have actually been implemented for JRTR, are presented. In JRTR, a master schedule was submitted in December 2012 whereas the project was contracted in October 2010. The schedule includes fixing the Engineering Deliverable List (EDL), the list of equipment, the actual issue date, the results of Primavera, a piece of software to manage progress, the progress rate and the issuance of the schedule based on the Project level III. Afterwards JAEC approved to the extension of the schedule from 56 months to 70.5 months mainly due to late preparation of the Jordanian nuclear legislative system. The project schedule was updated up to the fifth revision to compensate the delay by recovering measures such as for design, purchase, construction, and finally the owner of the project, Jordanian Atomic Energy Commission (JAEC) approved in August 2014. Construction work, the prerequisite for commissioning stage A had been finished in February 2016, and commissioning stage A has been being performed

  1. 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.

  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. Scrum Project Management

    CERN Document Server

    Pries, Kim H

    2010-01-01

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

  4. Managing Small Spacecraft Projects: Less is Not Easier

    Science.gov (United States)

    Barley, Bryan; Newhouse, Marilyn

    2012-01-01

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

  5. Open Source and Proprietary Project Management Tools for SMEs.

    OpenAIRE

    Veronika Abramova; Francisco Pires; Jorge Bernardino

    2017-01-01

    The dimensional growth and increasing difficulty in project management promoted the development of different tools that serve to facilitate project management and track project schedule, resources and overall progress. These tools offer a variety of features, from task and time management, up to integrated CRM (Customer Relationship Management) and ERP (Enterprise Resource Planning) modules. Currently, a large number of project management software is available, to assist project team during t...

  6. 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

  7. Cost/schedule performance measurement system utilized on the Fast Flux Test Facility project

    International Nuclear Information System (INIS)

    Brown, R.K.; Frost, R.A.; Zimmerman, F.M.

    1976-01-01

    An Earned Value-Integrated Cost/Schedule Performance Measurement System has been applied to a major nonmilitary nuclear design and construction project. This system is similar to the Department of Defense Cost/Schedule Performance Measurement System. The project is the Fast Flux Test Facility (a Fuels and Materials test reactor for the Liquid Metal Fast Breeder Reactor Program) being built at the Hanford Engineering Development Laboratory, Richland, Washington, by Westinghouse Hanford Company for the U. S. Energy Research and Development Administration. Because the project was well into the construction phase when the Earned Value System was being considered, it was decided that the principles of DOD's Cost/Schedule Control System Criteria would be applied to the extent possible but no major changes in accounting practices or management systems were imposed. Implementation of this system enabled the following questions to be answered: For work performed, how do actual costs compare with the budget for that work. What is the impact of cost and schedule variances at an overall project level composed of different kinds of activities. Without the Earned Value system, these questions could be answered in a qualitative, subjective manner at best

  8. 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

  9. 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

  10. 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

  11. A Systematical Framework of Schedule Risk Management for Power Grid Engineering Projects’ Sustainable Development

    Directory of Open Access Journals (Sweden)

    Rao Rao

    2014-10-01

    Full Text Available Schedule risks are the main threat for high efficiency of schedule management in power grid engineering projects (PGEP. This paper aims to build a systematical framework for schedule risk management, which consists of three dimensions, including the personnel dimension, method dimension and time dimension, namely supervisory personnel, management methods and the construction process, respectively. Responsibilities of staff with varied functions are discussed in the supervisory personnel part, and six stages and their corresponding 40 key works are ensured as the time dimension. Risk identification, analysis, evaluation and prevention together formed the method dimension. Based on this framework, 222 schedule risks occur in the whole process of PGEPs are identified via questionnaires and expert interviews. Then, the relationship among each risk is figured out based on the Interpretative Structure Model (ISM method and the impact of each risk is quantitatively assessed by establishing evaluation system. The actual practice of the proposed framework is verified through the analysis of the first stage of a PGEP. Finally, the results show that this framework of schedule risk management is meaningful for improving the efficiency of project management. It provides managers with a clearer procedure with which to conduct risk management, helps them to timely detect risks and prevent risks from occurring. It is also easy for managers to judge the influence level of each risk, so they can take actions based on the level of each risk’s severity. Overall, it is beneficial for power grid enterprises to achieve a sustainable management.

  12. 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

  13. 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

  14. 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

  15. 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

  16. Project management plan for the 105-C Reactor interim safe storage project. Revision 1

    International Nuclear Information System (INIS)

    Miller, R.L.

    1997-01-01

    In 1942, the Hanford Site was commissioned by the US Government to produce plutonium. Between 1942 and 1955, eight water-cooled, graphite-moderated reactors were constructed along the Columbia River at the Hanford Site to support the production of plutonium. The reactors were deactivated from 1964 to 1971 and declared surplus. The Surplus Production Reactor Decommissioning Project (BHI 1994b) will decommission these reactors and has selected the 105-C Reactor to be used as a demonstration project for interim safe storage at the present location and final disposition of the entire reactor core in the 200 West Area. This project will result in lower costs, accelerated schedules, reduced worker exposure, and provide direct benefit to the US Department of Energy for decommissioning projects complex wide. This project sets forth plans, organizational responsibilities, control systems, and procedures to manage the execution of the Project Management Plan for the 105-C Reactor Interim Safe Storage Project (Project Management Plan) activities to meet programmatic requirements within authorized funding and approved schedules. The Project Management Plan is organized following the guidelines provided by US Department of Energy Order 4700.1, Project Management System and the Richland Environmental Restoration Project Plan (DOE-RL 1992b)

  17. 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...

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

    OpenAIRE

    Sergey V. Rajewski

    2016-01-01

    This article discusses the types of organizational structures of project management and their application in project management in small and medium-sized enterprises. Among the approaches and methods to organize projects emphasizing project management as part of the existing functional structure of the enterprise. Analyzed the most relevant organizational tools of project management in small business: a network schedule; matrix distribution of administrative and management tasks of the projec...

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

    Directory of Open Access Journals (Sweden)

    Halyna V. Lutsenko

    2015-02-01

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

  20. Disruption of Information Technology Projects: The Reactive Decoupling of Project Management Methodologies

    Science.gov (United States)

    Schmitz, Kurt W.

    2013-01-01

    Information Technology projects have migrated toward two dominant Project Management (PM) methodologies. Plan-driven practices provide organizational control through highly structured plans, schedules, and specifications that facilitate oversight by hierarchical bureaucracies. In contrast, agile practices emphasize empowered teams using flexible…

  1. Schedule-Aware Workflow Management Systems

    Science.gov (United States)

    Mans, Ronny S.; Russell, Nick C.; van der Aalst, Wil M. P.; Moleman, Arnold J.; Bakker, Piet J. M.

    Contemporary workflow management systems offer work-items to users through specific work-lists. Users select the work-items they will perform without having a specific schedule in mind. However, in many environments work needs to be scheduled and performed at particular times. For example, in hospitals many work-items are linked to appointments, e.g., a doctor cannot perform surgery without reserving an operating theater and making sure that the patient is present. One of the problems when applying workflow technology in such domains is the lack of calendar-based scheduling support. In this paper, we present an approach that supports the seamless integration of unscheduled (flow) and scheduled (schedule) tasks. Using CPN Tools we have developed a specification and simulation model for schedule-aware workflow management systems. Based on this a system has been realized that uses YAWL, Microsoft Exchange Server 2007, Outlook, and a dedicated scheduling service. The approach is illustrated using a real-life case study at the AMC hospital in the Netherlands. In addition, we elaborate on the experiences obtained when developing and implementing a system of this scale using formal techniques.

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

    International Nuclear Information System (INIS)

    Song Haitao; Huang Zhongping; Zhang Zemin; Wang Zikai

    2010-01-01

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

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

    Science.gov (United States)

    Gillespie, Seth J.

    2014-01-01

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

  4. Joint optimization scheduling for water conservancy projects in complex river networks

    Directory of Open Access Journals (Sweden)

    Qin Liu

    2017-01-01

    Full Text Available In this study, we simulated water flow in a water conservancy project consisting of various hydraulic structures, such as sluices, pumping stations, hydropower stations, ship locks, and culverts, and developed a multi-period and multi-variable joint optimization scheduling model for flood control, drainage, and irrigation. In this model, the number of sluice holes, pump units, and hydropower station units to be opened were used as decision variables, and different optimization objectives and constraints were considered. This model was solved with improved genetic algorithms and verified using the Huaian Water Conservancy Project as an example. The results show that the use of the joint optimization scheduling led to a 10% increase in the power generation capacity and a 15% reduction in the total energy consumption. The change in the water level was reduced by 0.25 m upstream of the Yundong Sluice, and by 50% downstream of pumping stations No. 1, No. 2, and No. 4. It is clear that the joint optimization scheduling proposed in this study can effectively improve power generation capacity of the project, minimize operating costs and energy consumption, and enable more stable operation of various hydraulic structures. The results may provide references for the management of water conservancy projects in complex river networks.

  5. 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....

  6. 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

  7. 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

  8. 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.

  9. NOMINATION FOR THE PROJECT MANAGEMENT INSTITUTE (PMI) PROJECT OF THE YEAR AWARD. INTEGRATED DISPOSAL FACILITY (IDF)

    International Nuclear Information System (INIS)

    MCLELLAN, G.W.

    2007-01-01

    CH2M HILL Hanford Group, Inc. (CH2M HILL) is pleased to nominate the Integrated Disposal Facility (IDF) project for the Project Management Institute's consideration as 2007 Project of the Year, Built for the U.S, Department of Energy's (DOE) Office of River Protection (ORP) at the Hanford Site, the IDF is the site's first Resource Conservation and Recovery Act (RCRA)-compliant disposal facility. The IDF is important to DOE's waste management strategy for the site. Effective management of the IDF project contributed to the project's success. The project was carefully managed to meet three Tri-Party Agreement (TPA) milestones. The completed facility fully satisfied the needs and expectations of the client, regulators and stakeholders. Ultimately, the project, initially estimated to require 48 months and $33.9 million to build, was completed four months ahead of schedule and $11.1 million under budget. DOE directed construction of the IDF to provide additional capacity for disposing of low-level radioactive and mixed (i.e., radioactive and hazardous) solid waste. The facility needed to comply with federal and Washington State environmental laws and meet TPA milestones. The facility had to accommodate over one million cubic yards of the waste material, including immobilized low-activity waste packages from the Waste Treatment Plant (WTP), low-level and mixed low-level waste from WTP failed melters, and alternative immobilized low-activity waste forms, such as bulk-vitrified waste. CH2M HILL designed and constructed a disposal facility with a redundant system of containment barriers and a sophisticated leak-detection system. Built on a 168-area, the facility's construction met all regulatory requirements. The facility's containment system actually exceeds the state's environmental requirements for a hazardous waste landfill. Effective management of the IDF construction project required working through highly political and legal issues as well as challenges with

  10. 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

  11. 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)

  12. 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

  13. Workload management in the EMI project

    International Nuclear Information System (INIS)

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

    2012-01-01

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

  14. 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)

  15. Shuffled Frog Leaping Algorithm for Preemptive Project Scheduling Problems with Resource Vacations Based on Patterson Set

    Directory of Open Access Journals (Sweden)

    Yi Han

    2013-01-01

    Full Text Available This paper presents a shuffled frog leaping algorithm (SFLA for the single-mode resource-constrained project scheduling problem where activities can be divided into equant units and interrupted during processing. Each activity consumes 0–3 types of resources which are renewable and temporarily not available due to resource vacations in each period. The presence of scarce resources and precedence relations between activities makes project scheduling a difficult and important task in project management. A recent popular metaheuristic shuffled frog leaping algorithm, which is enlightened by the predatory habit of frog group in a small pond, is adopted to investigate the project makespan improvement on Patterson benchmark sets which is composed of different small and medium size projects. Computational results demonstrate the effectiveness and efficiency of SFLA in reducing project makespan and minimizing activity splitting number within an average CPU runtime, 0.521 second. This paper exposes all the scheduling sequences for each project and shows that of the 23 best known solutions have been improved.

  16. Open Source and Proprietary Project Management Tools for SMEs.

    Directory of Open Access Journals (Sweden)

    Veronika Abramova

    2017-05-01

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

  17. Planning and scheduling - A schedule's performance

    International Nuclear Information System (INIS)

    Whitman, N.M.

    1993-01-01

    Planning and scheduling is a process whose time has come to PSI Energy. With an awareness of the challenges ahead, individuals must look for ways to enhance the corporate competitiveness. Working toward this goal means that each individual has to dedicate themselves to this more competitive corporate environment. Being competitive may be defined as the ability of each employee to add value to the corporation's economic well being. The timely and successful implementation of projects greatly enhances competitiveness. Those projects that do not do well often suffer from lack of proper execution - not for lack of talent or strategic vision. Projects are consumers of resources such as cash and people. They produce a return when completed and will generate a better return when properly completed utilizing proven project management techniques. Completing projects on time, within budget and meeting customer expectations is the way a corporation builds it's future. This paper offers suggestions on implementing planning and scheduling and provides a review of results in the form of management reports

  18. Spent nuclear fuel project integrated schedule plan

    International Nuclear Information System (INIS)

    Squires, K.G.

    1995-01-01

    The Spent Nuclear Fuel Integrated Schedule Plan establishes the organizational responsibilities, rules for developing, maintain and status of the SNF integrated schedule, and an implementation plan for the integrated schedule. The mission of the SNFP on the Hanford site is to provide safe, economic, environmentally sound management of Hanford SNF in a manner which stages it to final disposition. This particularly involves K Basin fuel

  19. Spent nuclear fuel project integrated schedule plan

    Energy Technology Data Exchange (ETDEWEB)

    Squires, K.G.

    1995-03-06

    The Spent Nuclear Fuel Integrated Schedule Plan establishes the organizational responsibilities, rules for developing, maintain and status of the SNF integrated schedule, and an implementation plan for the integrated schedule. The mission of the SNFP on the Hanford site is to provide safe, economic, environmentally sound management of Hanford SNF in a manner which stages it to final disposition. This particularly involves K Basin fuel.

  20. Prescribed Travel Schedules for Fatigue Management

    Science.gov (United States)

    Whitmire, Alexandra; Johnston, Smith; Lockley, Steven

    2011-01-01

    The NASA Fatigue Management Team is developing recommendations for managing fatigue during travel and for shift work operations, as Clinical Practice Guidelines for the Management of Circadian Desynchrony in ISS Operations. The Guidelines provide the International Space Station (ISS ) flight surgeons and other operational clinicians with evidence-based recommendations for mitigating fatigue and other factors related to sleep loss and circadian desynchronization. As much international travel is involved both before and after flight, the guidelines provide recommendations for: pre-flight training, in-flight operations, and post-flight rehabilitation. The objective of is to standardize the process by which care is provided to crewmembers, ground controllers, and other support personnel such as trainers, when overseas travel or schedule shifting is required. Proper scheduling of countermeasures - light, darkness, melatonin, diet, exercise, and medications - is the cornerstone for facilitating circadian adaptation, improving sleep, enhancing alertness, and optimizing performance. The Guidelines provide, among other things, prescribed travel schedules that outline the specific implementation of these mitigation strategies. Each travel schedule offers evidence based protocols for properly using the NASA identified countermeasures for fatigue. This presentation will describe the travel implementation schedules and how these can be used to alleviate the effects of jet lag and/or schedule shifts.

  1. Project management lessons learned from building the Wendelstein 7-x stellerator fusion research reactor

    Energy Technology Data Exchange (ETDEWEB)

    Freire-Gormaly, M.; Gittens, A.; Zhang, L., E-mail: m.freire.gormaly@utoronto.ca, E-mail: antonio.gittens@mail.utoronto.ca, E-mail: lavender.zhang@outlook.com [University of Toronto, Toronto, ON (Canada)

    2015-07-01

    Wendelstein 7-X (W7-X) is the world's largest 'stellerator' nuclear fusion reactor being commissioned in Greifswald, Germany. It will inform the international fusion energy test device (ITER). The complexity of W7- X added challenges since industrial expertise to manufacture components did not exist. The construction was completed eight years behind schedule and almost 100% over budget. Key take-away lessons in project management were revealed from W7-X which can be applied to any nuclear project. These lessons are aligned with the project management knowledge areas of schedule, stakeholder, procurement, scope, schedule, cost, communication, risk, quality, human resources and procurement management. (author)

  2. Project management lessons learned from building the Wendelstein 7-x stellerator fusion research reactor

    International Nuclear Information System (INIS)

    Freire-Gormaly, M.; Gittens, A.; Zhang, L.

    2015-01-01

    Wendelstein 7-X (W7-X) is the world's largest 'stellerator' nuclear fusion reactor being commissioned in Greifswald, Germany. It will inform the international fusion energy test device (ITER). The complexity of W7- X added challenges since industrial expertise to manufacture components did not exist. The construction was completed eight years behind schedule and almost 100% over budget. Key take-away lessons in project management were revealed from W7-X which can be applied to any nuclear project. These lessons are aligned with the project management knowledge areas of schedule, stakeholder, procurement, scope, schedule, cost, communication, risk, quality, human resources and procurement management. (author)

  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. Technical management of difference in CEPR nuclear power project

    International Nuclear Information System (INIS)

    Guo Ruiting

    2014-01-01

    The Thesis dissertate the application of technical management of difference in CEPR Nuclear Power Project from EPR technical bases, condition of a nuclear power plant site, engineering and procurement, construction, quality management, schedule management and experience feedback aspects. (author)

  5. NOMINATION FOR THE PROJECT MANAGEMENT INSTITUTE (PMI) PROJECT OF THE YEAR AWARD INTEGRATED DISPOSAL FACILITY (IDF)

    Energy Technology Data Exchange (ETDEWEB)

    MCLELLAN, G.W.

    2007-02-07

    CH2M HILL Hanford Group, Inc. (CH2M HILL) is pleased to nominate the Integrated Disposal Facility (IDF) project for the Project Management Institute's consideration as 2007 Project of the Year, Built for the U.S, Department of Energy's (DOE) Office of River Protection (ORP) at the Hanford Site, the IDF is the site's first Resource Conservation and Recovery Act (RCRA)-compliant disposal facility. The IDF is important to DOE's waste management strategy for the site. Effective management of the IDF project contributed to the project's success. The project was carefully managed to meet three Tri-Party Agreement (TPA) milestones. The completed facility fully satisfied the needs and expectations of the client, regulators and stakeholders. Ultimately, the project, initially estimated to require 48 months and $33.9 million to build, was completed four months ahead of schedule and $11.1 million under budget. DOE directed construction of the IDF to provide additional capacity for disposing of low-level radioactive and mixed (i.e., radioactive and hazardous) solid waste. The facility needed to comply with federal and Washington State environmental laws and meet TPA milestones. The facility had to accommodate over one million cubic yards of the waste material, including immobilized low-activity waste packages from the Waste Treatment Plant (WTP), low-level and mixed low-level waste from WTP failed melters, and alternative immobilized low-activity waste forms, such as bulk-vitrified waste. CH2M HILL designed and constructed a disposal facility with a redundant system of containment barriers and a sophisticated leak-detection system. Built on a 168-area, the facility's construction met all regulatory requirements. The facility's containment system actually exceeds the state's environmental requirements for a hazardous waste landfill. Effective management of the IDF construction project required working through highly political and legal

  6. CMS Planning and Scheduling System

    CERN Document Server

    Kotamaki, M

    1998-01-01

    The paper describes the procedures and the system to build and maintain the schedules needed to manage time, resources, and progress of the CMS project. The system is based on the decomposition of the project into work packages, which can be each considered as a complete project with its own structure. The system promotes the distribution of the decision making and responsibilities to lower levels in the organisation by providing a state-of-the-art system to formalise the external commitments of the work packages without limiting their ability to modify their internal schedules to best meet their commitments. The system lets the project management focus on the interfaces between the work packages and alerts the management immediately if a conflict arises. The proposed system simplifies the planning and management process and eliminates the need for a large, centralised project management system.

  7. 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.

  8. Application study of the project management on the nuclear power projects in China Institute of Atomic Energy

    International Nuclear Information System (INIS)

    Ji Cunxing

    2012-01-01

    The article introduced the actions of foreign and domestic nuclear power technical services in China Institute of Atomic Energy, the project management theory is applied to the organization, implementation and control of the nuclear power projects. It is analyzed the quality, schedule , investment etc of nuclear power projects, the improving measures and suggestions are bring forward on the project management organization, quality assurance, reduce cost etc. It will raise its nuclear power project management level in China Institute of Atomic Energy. (author)

  9. Effective Schedule and Cost Management as a Product Development Lead

    Science.gov (United States)

    Simmons, Cynthia

    2015-01-01

    The presentation will be given at the 26th Annual Thermal Fluids Analysis Workshop (TFAWS 2015) hosted by the Goddard SpaceFlight Center (GSFC) Thermal Engineering Branch (Code 545). This course provides best practices, helpful tools and lessons learned for staying on plan and day-to-day management of Subsystem flight development after getting Project approval for your Subsystem schedule and budget baseline.

  10. Project scheduling method with time using MRP system – A case study: Construction project in Libya

    Directory of Open Access Journals (Sweden)

    Abdallah Ali Imetieg

    2015-04-01

    Full Text Available Materials Requirements and Planning (MRP is a system of production planning and inventory control, which is used to manage manufacturing processes. Most MRP systems are software-based and are used to ensure that the materials are available for production, that the products are available for delivery to customers, that the lowest possible material and product level is maintained in store, as well as to plan delivery schedules and purchasing activities. Upon completion of scheduling, begins the process of follow-up, which includes the achievement of the project goals in terms of quantity, quality and costs in accordance with deadlines. MRP system was applied to project of 5000 housing units in Solug area, which is close to Benghazi city, Libya, with the aim to provide necessary cash flow to pay dues on time without delay to all involved project sub-contractors and material suppliers, to ensure the smooth flow of operations, as well as to diminish costs by reduction of temporary storages and rented areas. There is a correlation between time and cost of each activity. If the required time is shorter than the scheduled time of the certain activity, it would demand more resources, which further leads to the increase in direct costs of the given activity. Therefore, the output of MRP is important since commands are issued through planning in order to launch the suggested orders with the required quantities and within the limited time period.

  11. 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

  12. Multimode Resource-Constrained Multiple Project Scheduling Problem under Fuzzy Random Environment and Its Application to a Large Scale Hydropower Construction Project

    Science.gov (United States)

    Xu, Jiuping

    2014-01-01

    This paper presents an extension of the multimode resource-constrained project scheduling problem for a large scale construction project where multiple parallel projects and a fuzzy random environment are considered. By taking into account the most typical goals in project management, a cost/weighted makespan/quality trade-off optimization model is constructed. To deal with the uncertainties, a hybrid crisp approach is used to transform the fuzzy random parameters into fuzzy variables that are subsequently defuzzified using an expected value operator with an optimistic-pessimistic index. Then a combinatorial-priority-based hybrid particle swarm optimization algorithm is developed to solve the proposed model, where the combinatorial particle swarm optimization and priority-based particle swarm optimization are designed to assign modes to activities and to schedule activities, respectively. Finally, the results and analysis of a practical example at a large scale hydropower construction project are presented to demonstrate the practicality and efficiency of the proposed model and optimization method. PMID:24550708

  13. Multimode resource-constrained multiple project scheduling problem under fuzzy random environment and its application to a large scale hydropower construction project.

    Science.gov (United States)

    Xu, Jiuping; Feng, Cuiying

    2014-01-01

    This paper presents an extension of the multimode resource-constrained project scheduling problem for a large scale construction project where multiple parallel projects and a fuzzy random environment are considered. By taking into account the most typical goals in project management, a cost/weighted makespan/quality trade-off optimization model is constructed. To deal with the uncertainties, a hybrid crisp approach is used to transform the fuzzy random parameters into fuzzy variables that are subsequently defuzzified using an expected value operator with an optimistic-pessimistic index. Then a combinatorial-priority-based hybrid particle swarm optimization algorithm is developed to solve the proposed model, where the combinatorial particle swarm optimization and priority-based particle swarm optimization are designed to assign modes to activities and to schedule activities, respectively. Finally, the results and analysis of a practical example at a large scale hydropower construction project are presented to demonstrate the practicality and efficiency of the proposed model and optimization method.

  14. 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.

  15. Program reference schedule baseline

    International Nuclear Information System (INIS)

    1986-07-01

    This Program Reference Schedule Baseline (PRSB) provides the baseline Program-level milestones and associated schedules for the Civilian Radioactive Waste Management Program. It integrates all Program-level schedule-related activities. This schedule baseline will be used by the Director, Office of Civilian Radioactive Waste Management (OCRWM), and his staff to monitor compliance with Program objectives. Chapter 1 includes brief discussions concerning the relationship of the PRSB to the Program Reference Cost Baseline (PRCB), the Mission Plan, the Project Decision Schedule, the Total System Life Cycle Cost report, the Program Management Information System report, the Program Milestone Review, annual budget preparation, and system element plans. Chapter 2 includes the identification of all Level 0, or Program-level, milestones, while Chapter 3 presents and discusses the critical path schedules that correspond to those Level 0 milestones

  16. Lightning Mapper Sensor Lens Assembly S.O. 5459: Project Management Plan

    Science.gov (United States)

    Zeidler, Janet

    1999-01-01

    Kaiser Electro-Optics, Inc. (KEO) has developed this Project Management Plan for the Lightning Mapper Sensor (LMS) program. KEO has integrated a team of experts in a structured program management organization to meet the needs of the LMS program. The project plan discusses KEO's approach to critical program elements including Program Management, Quality Assurance, Configuration Management, and Schedule.

  17. 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

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

    Science.gov (United States)

    2016-04-30

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

  19. Crawler Acquisition and Testing Demonstration Project Management Plan

    International Nuclear Information System (INIS)

    DEFIGH-PRICE, C.

    2000-01-01

    If the crawler based retrieval system is selected, this project management plan identifies the path forward for acquiring a crawler/track pump waste retrieval system, and completing sufficient testing to support deploying the crawler for as part of a retrieval technology demonstration for Tank 241-C-104. In the balance of the document, these activities will be referred to as the Crawler Acquisition and Testing Demonstration. During recent Tri-Party Agreement negotiations, TPA milestones were proposed for a sludge/hard heel waste retrieval demonstration in tank C-104. Specifically one of the proposed milestones requires completion of a cold demonstration of sufficient scale to support final design and testing of the equipment (M-45-03G) by 6/30/2004. A crawler-based retrieval system was one of the two options evaluated during the pre-conceptual engineering for C-104 retrieval (RPP-6843 Rev. 0). The alternative technology procurement initiated by the Hanford Tanks Initiative (HTI) project, combined with the pre-conceptual engineering for C-104 retrieval provide an opportunity to achieve compliance with the proposed TPA milestone M-45-03H. This Crawler Acquisition and Testing Demonstration project management plan identifies the plans, organizational interfaces and responsibilities, management control systems, reporting systems, timeline and requirements for the acquisition and testing of the crawler based retrieval system. This project management plan is complimentary to and supportive of the Project Management Plan for Retrieval of C-104 (RPP-6557). This project management plan focuses on utilizing and completing the efforts initiated under the Hanford Tanks Initiative (HTI) to acquire and cold test a commercial crawler based retrieval system. The crawler-based retrieval system will be purchased on a schedule to support design of the waste retrieval from tank C-104 (project W-523) and to meet the requirement of proposed TPA milestone M-45-03H. This Crawler

  20. FRG sealed isotopic heat sources project (C-229) project management plan

    International Nuclear Information System (INIS)

    Metcalf, I.L.

    1997-01-01

    This Project Management Plan defines the cost, scope, schedule, organizational responsibilities, and work breakdown structure for the removal of the Federal Republic of Germany (FRG) Sealed Isotopic Heat Sources from the 324 Building and placed in interim storage at the Central Waste Complex (CWC)

  1. Pre-emptive resource-constrained multimode project scheduling using genetic algorithm: A dynamic forward approach

    Directory of Open Access Journals (Sweden)

    Aidin Delgoshaei

    2016-09-01

    Full Text Available Purpose: The issue resource over-allocating is a big concern for project engineers in the process of scheduling project activities. Resource over-allocating drawback is frequently seen after scheduling of a project in practice which causes a schedule to be useless. Modifying an over-allocated schedule is very complicated and needs a lot of efforts and time. In this paper, a new and fast tracking method is proposed to schedule large scale projects which can help project engineers to schedule the project rapidly and with more confidence. Design/methodology/approach: In this article, a forward approach for maximizing net present value (NPV in multi-mode resource constrained project scheduling problem while assuming discounted positive cash flows (MRCPSP-DCF is proposed. The progress payment method is used and all resources are considered as pre-emptible. The proposed approach maximizes NPV using unscheduled resources through resource calendar in forward mode. For this purpose, a Genetic Algorithm is applied to solve. Findings: The findings show that the proposed method is an effective way to maximize NPV in MRCPSP-DCF problems while activity splitting is allowed. The proposed algorithm is very fast and can schedule experimental cases with 1000 variables and 100 resources in few seconds. The results are then compared with branch and bound method and simulated annealing algorithm and it is found the proposed genetic algorithm can provide results with better quality. Then algorithm is then applied for scheduling a hospital in practice. Originality/value: The method can be used alone or as a macro in Microsoft Office Project® Software to schedule MRCPSP-DCF problems or to modify resource over-allocated activities after scheduling a project. This can help project engineers to schedule project activities rapidly with more accuracy in practice.

  2. Project Management Support and Services for the Environmental Restoration and Waste Management. Final report

    International Nuclear Information System (INIS)

    1995-01-01

    The Los Alamos National Laboratory (LANL) Environmental Restoration Technical Support Office (ERTSO) contracted Project Time ampersand Cost, Inc. (PT ampersand C) on 16 November 1992 to provide support services to the US Department of Energy (DOE). ERTSO had traditionally supported the DOE Albuquerque office in the Environmental Restoration and Waste Management Programs and had also supported the Office of Waste Management (EM-30) at DOE Headquarters in Germantown, Maryland. PT ampersand C was requested to provide project management and support services for the DOE as well as liaison and coordination of responses and efforts between various agencies. The primary objective of this work was to continue LANL's technical support role to EM-30 and assist in the development of the COE Cost and Schedule Estimating (CASE) Guide for EM-30. PT ampersand C's objectives, as specified in Section B of the contract, were well met during the duration of the project through the review and comment of various draft documents, trips to DOE sites providing program management support and participating in the training for the EM-30 Cost and Schedule Estimating Guide, drafting memos and scheduling future projects, attending numerous meetings with LANL, DOE and other subcontractors, and providing written observations and recommendations.he results obtained were determined to be satisfactory by both the LANL ERTSO and DOE EM-30 organizations. The objective to further the support from LANL and their associated subcontractor (PT ampersand C) was met. The contract concluded with no outstanding issues

  3. Project planning and management techniques of the fast-paced TMX-Upgrade construction

    International Nuclear Information System (INIS)

    Seberger, C.D.; Chargin, A.K.

    1981-01-01

    The Tandem Mirror Experiment-Upgrade (TMX-Upgrade) construction will be completed in 18 months at a total cost of $14.5 million. This paper describes the project planning and the management techniques used to complete the TMX-Upgrade within its allocated cost and schedule. In the planning stages of a project, before approval of the proposal, we define major project objectives, create a work breakdown structure (WBS), detail a technical description for each level of the WBS, and provide detailed bottoms-up cost estimates and summary schedules. In the operating phase, which continues throughout the project, we establish budget and schedule baselines. The reporting phase includes The Department of Energy (DOE) reviews of project status at monthly, quarterly, and semiannual intervals. These reports include cost, schedule, manpower, major procurement, and technical status information

  4. Multiobjective genetic algorithm approaches to project scheduling under risk

    OpenAIRE

    Kılıç, Murat; Kilic, Murat

    2003-01-01

    In this thesis, project scheduling under risk is chosen as the topic of research. Project scheduling under risk is defined as a biobjective decision problem and is formulated as a 0-1 integer mathematical programming model. In this biobjective formulation, one of the objectives is taken as the expected makespan minimization and the other is taken as the expected cost minimization. As the solution approach to this biobjective formulation genetic algorithm (GA) is chosen. After carefully invest...

  5. 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

  6. Scheduling the Remediation of Port Hope: Logistical and Regulatory Challenges of a Multiple Site Urban Remediation Project - 13119

    International Nuclear Information System (INIS)

    Ferguson Jones, Andrea; Lee, Angela; Palmeter, Tim

    2013-01-01

    The Port Hope Project is part of the larger CAN$1.28 billion Port Hope Area Initiative (PHAI), a community-based program for the development and implementation of a safe, local, long-term management solution for historic Low-Level Radioactive Waste (LLRW) in the Municipalities of Port Hope and Clarington, Ontario, Canada. Atomic Energy of Canada (AECL) is the Project Proponent, Public Works and Government Services (PWGSC) is managing the procurement of services and the MMM Group Limited - Conestoga Rovers and Associates Joint Venture (MMM-CRA Joint Venture) is providing detailed design and construction oversight and administration services for the Project. The Port Hope Project includes the construction of a long-term waste management facility (LTWMF) in the Municipality of Port Hope and the remediation of 18 (eighteen) large-scale LLRW, numerous small-scale sites still being identified and industrial sites within the Municipality. The total volume to be remediated is over one million cubic metres and will come from sites that include temporary storage sites, ravines, beaches, parks, private commercial and residential properties and vacant industrial sites all within the urban area of Port Hope. Challenges that will need to be overcome during this 10 year project include: - Requirements stipulated by the Environmental Assessment (EA) that affect Project logistics and schedule. - Coordination of site remediation with the construction schedule at the LTWMF. - Physical constraints on transport routes and at sites affecting production rates. - Despite being an urban undertaking, seasonal constrains for birds and fish (i.e., nesting and spawning seasons). - Municipal considerations. - Site-specific constraints. - Site interdependencies exist requiring consideration in the schedule. Several sites require the use of an adjacent site for staging. (authors)

  7. Scheduling the Remediation of Port Hope: Logistical and Regulatory Challenges of a Multiple Site Urban Remediation Project - 13119

    Energy Technology Data Exchange (ETDEWEB)

    Ferguson Jones, Andrea; Lee, Angela [MMM Group Limited, 100 Commerce Valley Drive West, Thornhill, Ontario, L3T 0A1 (Canada); Palmeter, Tim [Public Works and Government Services Canada, 4900 Yonge Street, Toronto, Ontario, M2N 6A6 (Canada)

    2013-07-01

    The Port Hope Project is part of the larger CAN$1.28 billion Port Hope Area Initiative (PHAI), a community-based program for the development and implementation of a safe, local, long-term management solution for historic Low-Level Radioactive Waste (LLRW) in the Municipalities of Port Hope and Clarington, Ontario, Canada. Atomic Energy of Canada (AECL) is the Project Proponent, Public Works and Government Services (PWGSC) is managing the procurement of services and the MMM Group Limited - Conestoga Rovers and Associates Joint Venture (MMM-CRA Joint Venture) is providing detailed design and construction oversight and administration services for the Project. The Port Hope Project includes the construction of a long-term waste management facility (LTWMF) in the Municipality of Port Hope and the remediation of 18 (eighteen) large-scale LLRW, numerous small-scale sites still being identified and industrial sites within the Municipality. The total volume to be remediated is over one million cubic metres and will come from sites that include temporary storage sites, ravines, beaches, parks, private commercial and residential properties and vacant industrial sites all within the urban area of Port Hope. Challenges that will need to be overcome during this 10 year project include: - Requirements stipulated by the Environmental Assessment (EA) that affect Project logistics and schedule. - Coordination of site remediation with the construction schedule at the LTWMF. - Physical constraints on transport routes and at sites affecting production rates. - Despite being an urban undertaking, seasonal constrains for birds and fish (i.e., nesting and spawning seasons). - Municipal considerations. - Site-specific constraints. - Site interdependencies exist requiring consideration in the schedule. Several sites require the use of an adjacent site for staging. (authors)

  8. Development of a system for managing document delivery schedule(DDS) for NSSS system design

    International Nuclear Information System (INIS)

    Baek, S. H.; Baek, J. M.; Sohn, Y. S.; Shon, G. H.

    1999-01-01

    The construction of nuclear power plant is a long-term project from initial design to commercial operation. To accomplish NSSS (Nuclear Steam Supply System) system design successfully, the systematic and effective method for managing the system design product and interface correspondence with other organizations is required. To meet this requirement, a system has been developed to control the document delivery schedule, approval process and interface correspondence transmittal, and to report the documentation status periodically from the beginning of the YGN 5 and 6 project. This system is expected to contribute as the beginning step to development of integrated project management system. (author)

  9. Staffing, overtime, and shift scheduling project

    International Nuclear Information System (INIS)

    Lewis, P.M.

    1989-01-01

    Recent events at the Peach Bottom nuclear power plant have demonstrated the need to establish a quantifiable basis for assessing the safety significance of long work hours on nuclear power plant operators. The incidents at TMI-2, Chernobyl, and Bhopal, which all occurred during the late evening/night shift, further highlight the importance of the relationship between shift scheduling and performance. The objective of this project is to estimate, using statistical analysis on data from the nuclear industry, the effects on safety of staffing levels, overtime, and shift scheduling for operators and maintenance personnel. Regarding staffing levels, the Nuclear Regulatory Commission (NRC) currently has no explicit regulation concerning the minimum acceptable levels of staffing in a plant that has an operating license. The NRC has no systematic method for collecting data on the number of licensed operators on the operating crews. In 1982 the NRC recommended that plants write into their technical specifications a model policy on overtime. Currently, 77 nuclear power plant units have the model policy or a modification of it written into their technical specifications; 33 units have no policy on overtime. The model policy sets limits on overtime for safety related personnel, although these limits can be exceeded with plant manger approval. The US nuclear power industry has three types of shift schedules: (1) forward-rotating 8-hour/day shift schedules, (2) backward-rotating 8-hour/day schedules, and (3) 12-hour/day schedules

  10. Project management web tools at the MICE experiment

    International Nuclear Information System (INIS)

    Coney, L R; Tunnell, C D

    2012-01-01

    Project management tools like Trac are commonly used within the open-source community to coordinate projects. The Muon Ionization Cooling Experiment (MICE) uses the project management web application Redmine to host mice.rl.ac.uk. Many groups within the experiment have a Redmine project: analysis, computing and software (including offline, online, controls and monitoring, and database subgroups), executive board, and operations. All of these groups use the website to communicate, track effort, develop schedules, and maintain documentation. The issue tracker is a rich tool that is used to identify tasks and monitor progress within groups on timescales ranging from immediate and unexpected problems to milestones that cover the life of the experiment. It allows the prioritization of tasks according to time-sensitivity, while providing a searchable record of work that has been done. This record of work can be used to measure both individual and overall group activity, identify areas lacking sufficient personnel or effort, and as a measure of progress against the schedule. Given that MICE, like many particle physics experiments, is an international community, such a system is required to allow easy communication within a global collaboration. Unlike systems that are purely wiki-based, the structure of a project management tool like Redmine allows information to be maintained in a more structured and logical fashion.

  11. 300 Area Revitalization Project Management Plan

    International Nuclear Information System (INIS)

    Downey, H. D.

    1999-01-01

    The 300 Area Revitalization Team has been tasked with the responsibility to develop an integrated path forward for the 300 Area, as part of a commitment stemming from the 300 Area Disposition Workshop that was held on March 17, 1998. The integrated path forward that is needed must ensure that budget, schedule, and work scopes are complementary between the Programs that are involved in the 300Area. This Project Management Plan (PMP) defines the roles and responsibilities, and the overall approach, to development of a prioritized schedule for 300 Area activities that will achieve the end-state condition

  12. A Statistical Project Control Tool for Engineering Managers

    Science.gov (United States)

    Bauch, Garland T.

    2001-01-01

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

  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. Using project management methodology to plan and track inpatient care.

    Science.gov (United States)

    Kaufman, Darren S

    2005-08-01

    Effective care of each patient throughout a hospital admission involves executing a specific set of tasks to produce a favorable outcome within an appropriate time frame. The ProjectRounds methodology, which can be implemented using widely available software, incorporates the principles of project management in planning and control hospital inpatient care. It consists of four stages--clinical assessment, planning, scheduling, and tracking. OVERVIEW OF PROJECTROUNDS AND EXAMPLE: As an example, a 68-year-old-man is admitted with pneumonia. In clinical assessment, the admitting physician uses an assessment tool that prompts her to list all the patient's clinical issues, define the conditions that need to be met to discharge the patient, highlight special problems, and list any consultations, diagnostic tests, and procedures that are planned. In planning, the work breakdown structure--a tabulation of all the tasks in the "project" (the admission)--is created. In scheduling, a project schedule is generated, and in tracking, the clinical team evaluates and monitors the project's course. During interdisciplinary clinical rounds, the progress of the patient's hospital care can be tracked and quantified by employing the percent complete method. Tracking can be used as a "dashboard," providing a concise summary of the care that needs to be and has been rendered to the patient. Applying the tenets of project management can optimize the process of providing health care to hospital inpatients.

  15. Management and marketing of sporting events: Nike Premier Cup Project

    OpenAIRE

    Nedbal, Jakub

    2008-01-01

    Title: Management and marketing ofsporting events: Nike Premier Cup project Points of thesis: Publish the Nike Premier Cup promotion campaign project and point out improvement possibilities for upcoming years based on analysis ofpast and present state. Methods: Data will be obtained by interview, observation, description analysis and SWOT analysis Results: Promotion campaign, improvement possibilities, final day schedule Keywords: SWOT analysis, promotion, management, marketing, Nike Premier ...

  16. Minimizing Project Cost by Integrating Subcontractor Selection Decisions with Scheduling

    Science.gov (United States)

    Biruk, Sławomir; Jaśkowski, Piotr; Czarnigowska, Agata

    2017-10-01

    Subcontracting has been a worldwide practice in the construction industry. It enables the construction enterprises to focus on their core competences and, at the same time, it makes complex project possible to be delivered. Since general contractors bear full responsibility for the works carried out by their subcontractors, it is their task and their risk to select a right subcontractor for a particular work. Although subcontractor management has been admitted to significantly affect the construction project’s performance, current practices and past research deal with subcontractor management and scheduling separately. The proposed model aims to support subcontracting decisions by integrating subcontractor selection with scheduling to enable the general contractor to select the optimal combination of subcontractors and own crews for all work packages of the project. The model allows for the interactions between the subcontractors and their impacts on the overall project performance in terms of cost and, indirectly, time and quality. The model is intended to be used at the general contractor’s bid preparation stage. The authors claim that the subcontracting decisions should be taken in a two-stage process. The first stage is a prequalification - provision of a short list of capable and reliable subcontractors; this stage is not the focus of the paper. The resulting pool of available resources is divided into two subsets: subcontractors, and general contractor’s in-house crews. Once it has been defined, the next stage is to assign them to the work packages that, bound by fixed precedence constraints, form the project’s network diagram. Each package is possible to be delivered by the general contractor’s crew or some of the potential subcontractors, at a specific time and cost. Particular crews and subcontractors can be contracted more than one package, but not at the same time. Other constraints include the predefined project completion date (the project is

  17. Status Report on the Development of Micro-Scheduling Software for the Advanced Outage Control Center Project

    Energy Technology Data Exchange (ETDEWEB)

    Germain, Shawn St. [Idaho National Lab. (INL), Idaho Falls, ID (United States); Thomas, Kenneth [Idaho National Lab. (INL), Idaho Falls, ID (United States); Farris, Ronald [Idaho National Lab. (INL), Idaho Falls, ID (United States); Joe, Jeffrey [Idaho National Lab. (INL), Idaho Falls, ID (United States)

    2014-09-01

    The long-term viability of existing nuclear power plants (NPPs) in the United States (U.S.) is dependent upon a number of factors, including maintaining high capacity factors, maintaining nuclear safety, and reducing operating costs, particularly those associated with refueling outages. Refueling outages typically take 20-30 days, and for existing light water NPPs in the U.S., the reactor cannot be in operation during the outage. Furthermore, given that many NPPs generate between $1-1.5 million/day in revenue when in operation, there is considerable interest in shortening the length of refueling outages. Yet, refueling outages are highly complex operations, involving multiple concurrent and dependent activities that are difficult to coordinate. Finding ways to improve refueling outage performance while maintaining nuclear safety has proven to be difficult. The Advanced Outage Control Center project is a research and development (R&D) demonstration activity under the Light Water Reactor Sustainability (LWRS) Program. LWRS is a R&D program which works with industry R&D programs to establish technical foundations for the licensing and managing of long-term, safe, and economical operation of current NPPs. The Advanced Outage Control Center project has the goal of improving the management of commercial NPP refueling outages. To accomplish this goal, this INL R&D project is developing an advanced outage control center (OCC) that is specifically designed to maximize the usefulness of communication and collaboration technologies for outage coordination and problem resolution activities. This report describes specific recent efforts to develop a capability called outage Micro-Scheduling. Micro-Scheduling is the ability to allocate and schedule outage support task resources on a sub-hour basis. Micro-Scheduling is the real-time fine-tuning of the outage schedule to react to the actual progress of the primary outage activities to ensure that support task resources are

  18. JPL's Approach for Helping Flight Project Managers Meet Today's Management Challenges

    Science.gov (United States)

    Leising, Charles J.

    2004-01-01

    All across NASA project managers are facing tough new challenges. NASA has imposed increased oversight and the number of projects at Centers such as JPL has exploded from a handful of large projects to a much greater number of smaller ones. Experienced personnel are retiring at increasing rates and younger, less experienced managers are being rapidly promoted up the ladder. Budgets are capped, competition among NASA Centers and Federally Funded Research and Development Centers (FFRDCs) has increased significantly and there is no longer any tolerance to cost overruns. On top of all this, implementation schedules have been reduced by 25 to 50% to reduce run-out costs, making it even more difficult to define requirements, validate heritage assumptions and make accurate cost estimates during the early phases of the life-cycle.JPL's executive management, under the leadership of the Associate Director for Flight Projects and Mission Success, have attempted to meet these challenges by improving operations in five areas: (1) increased standardization, where it is judged to have significant benefit; (2) better balance and more effective partnering between projects and the line management; (3) increased infrastructure support; (4) improved management training; and (5) more effective review and oversight.

  19. Integrated project management plan for the Plutonium Finishing Plant stabilization and deactivation project

    International Nuclear Information System (INIS)

    SINCLAIR, J.C.

    1999-01-01

    This document sets forth the plans, organization, and control systems for managing the PFP Stabilization and Deactivation Project, and includes the top level cost and schedule baselines. The project includes the stabilization of Pu-bearing materials, storage, packaging, and transport of these and other nuclear materials, surveillance and maintenance of facilities and systems relied upon for storage of the materials, and transition of the facilities in the PFP Complex

  20. A study of the planned value estimation method for developing earned value management system in the nuclear power plant construction project

    Energy Technology Data Exchange (ETDEWEB)

    Lee, S.H.; Moon, B.S., E-mail: gustblast@khnp.co.kr, E-mail: moonbs@khnp.co.kr [Korea Hydro & Nuclear power co.,Ltd., Central Research Inst., Daejeon (Korea, Republic of); Lee, J.H., E-mail: ljh@kkprotech.com [Kong Kwan Protech Co.,Ltd., Seoul (Korea, Republic of)

    2014-07-01

    The Earned Value Management System (EVMS) is a project management technique for measuring project performance and progress, and then forward projection through the integrated management and control of cost and schedule. This research reviewed the concept of the EVMS method, and proposes two Planned Value estimation methods for the potential application to succeeding NPP construction projects by using the historical data from the proceeding NPP projects. This paper is to introduce the solution for the problems caused by the absence of relevant management system incorporating schedule and cost, which has arisen as repeated issues in NPP construction project management. (author)

  1. A study of the planned value estimation method for developing earned value management system in the nuclear power plant construction project

    International Nuclear Information System (INIS)

    Lee, S.H.; Moon, B.S.; Lee, J.H.

    2014-01-01

    The Earned Value Management System (EVMS) is a project management technique for measuring project performance and progress, and then forward projection through the integrated management and control of cost and schedule. This research reviewed the concept of the EVMS method, and proposes two Planned Value estimation methods for the potential application to succeeding NPP construction projects by using the historical data from the proceeding NPP projects. This paper is to introduce the solution for the problems caused by the absence of relevant management system incorporating schedule and cost, which has arisen as repeated issues in NPP construction project management. (author)

  2. A basic framework for managing time of nuclear plant projects

    International Nuclear Information System (INIS)

    Beck, J.R.

    1987-01-01

    One of the crucial problems that faces managers of nuclear power plant projects is how to obtain more effective and efficient utilization of their company's resources. Analysis of this problem showed that improvement was necessary in the time management area. Time management is one of the primary functions of project groups. Much has been written about planning and scheduling, and there are many modern techniques (CPM, PERT, etc.) available to a project group to manage time. So, why is time management still a problem? One reason is that nuclear projects are generally very complex and involve many organizations requiring the same resources. It is the intent of this paper to present a comprehensive and basic framework on which to either build a time management system or use as a basis to assess an existing system

  3. Successful healthcare programs and projects: organization portfolio management essentials.

    Science.gov (United States)

    Pickens, Scott; Solak, Jamie

    2005-01-01

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

  4. The Single And Multi Project Approach To Planning And Scheduling

    DEFF Research Database (Denmark)

    Andersson, Niclas

    2008-01-01

    The fragmentation of the construction industry in Denmark is reflected in the organisation of construction projects, which typically involves a large number of subcontractors. The main contractor, being responsible for the planning and scheduling of construction work, is thus faced with the chall......The fragmentation of the construction industry in Denmark is reflected in the organisation of construction projects, which typically involves a large number of subcontractors. The main contractor, being responsible for the planning and scheduling of construction work, is thus faced...

  5. PACS project management utilizing web-based tools

    Science.gov (United States)

    Patel, Sunil; Levin, Brad; Gac, Robert J., Jr.; Harding, Douglas, Jr.; Chacko, Anna K.; Radvany, Martin; Romlein, John R.

    2000-05-01

    As Picture Archiving and Communications Systems (PACS) implementations become more widespread, the management of deploying large, multi-facility PACS will become a more frequent occurrence. The tools and usability of the World Wide Web to disseminate project management information obviates time, distance, participant availability, and data format constraints, allowing for the effective collection and dissemination of PACS planning, implementation information, for a potentially limitless number of concurrent PACS sites. This paper will speak to tools, such as (1) a topic specific discussion board, (2) a 'restricted' Intranet, within a 'project' Intranet. We will also discuss project specific methods currently in use in a leading edge, regional PACS implementation concerning the sharing of project schedules, physical drawings, images of implementations, site-specific data, point of contacts lists, project milestones, and a general project overview. The individual benefits realized for the end user from each tool will also be covered. These details will be presented, balanced with a spotlight on communication as a critical component of any project management undertaking. Using today's technology, the web arguably provides the most cost and resource effective vehicle to facilitate the broad based, interactive sharing of project information.

  6. 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.

  7. The future of the Canadian oil sands: Engineering and project management advances

    Energy Technology Data Exchange (ETDEWEB)

    Madden, Peter; Morawski, Jacek

    2010-09-15

    Production technology and project management developments in Canada's oil sands industry, in the context of AMEC's experience as EPCM service provider, are discussed. Effective project management systems and workfront planning are critical to achieve cost and schedule targets and optimum construction execution. Construction Work Packages divide work into discrete pieces and Construction Work Execution Plans influence scheduling of engineering and procurement deliverables. AMEC's Engineering Data Warehouse works with intelligent engineering design tools to ensure information related to a piece of equipment is consistent across all systems. HSSE systems are proactively developed and AMEC's progressive improvement in safety performance is demonstrated.

  8. Time-constrained project scheduling with adjacent resources

    NARCIS (Netherlands)

    Hurink, Johann L.; Kok, A.L.; Paulus, J.J.; Schutten, Johannes M.J.

    We develop a decomposition method for the Time-Constrained Project Scheduling Problem (TCPSP) with adjacent resources. For adjacent resources the resource units are ordered and the units assigned to a job have to be adjacent. On top of that, adjacent resources are not required by single jobs, but by

  9. Time-constrained project scheduling with adjacent resources

    NARCIS (Netherlands)

    Hurink, Johann L.; Kok, A.L.; Paulus, J.J.; Schutten, Johannes M.J.

    2008-01-01

    We develop a decomposition method for the Time-Constrained Project Scheduling Problem (TCPSP) with Adjacent Resources. For adjacent resources the resource units are ordered and the units assigned to a job have to be adjacent. On top of that, adjacent resources are not required by single jobs, but by

  10. 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.

  11. A Data Scheduling and Management Infrastructure for the TEAM Network

    Science.gov (United States)

    Andelman, S.; Baru, C.; Chandra, S.; Fegraus, E.; Lin, K.; Unwin, R.

    2009-04-01

    currently partnering with the San Diego Super Computer Center to build the data management infrastructure. Data collected from the three core protocols as well as others are currently made available through the TEAM Network portal, which provides the content management framework, the data scheduling and management framework, an administrative framework to implement and manage TEAM sites, collaborative tools and a number of tools and applications utilizing Google Map and Google Earth products. A critical element of the TEAM Network data management infrastructure is to make the data publicly available in as close to real-time as possible (the TEAM Network Data Use Policy: http://www.teamnetwork.org/en/data/policy). This requires two essential tasks to be accomplished, 1) A data collection schedule has to be planned, proposed and approved for a given TEAM site. This is a challenging process since TEAM sites are geographically distributed across the tropics and hence have different seasons where they schedule field sampling for the different TEAM protocols. Capturing this information and ensuring that TEAM sites follow the outlined legal contract is key to the data collection process and 2) A stream-lined and efficient information management system to ensure data collected from the field meet the minimum data standards (i.e. are of the highest scientific quality) and are securely transferred, archived, processed and be rapidly made publicaly available, as a finished consumable product via the TEAM Network portal. The TEAM Network is achieving these goals by implementing an end-to-end framework consisting of the Sampling Scheduler application and the Data Management Framework. Sampling Scheduler The Sampling Scheduler is a project management, calendar based portal application that will allow scientists at a TEAM site to schedule field sampling for each of the TEAM protocols implemented at that site. The sampling scheduler addresses the specific requirements established in the

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2012-07-01

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

  13. A Multiagent Evolutionary Algorithm for the Resource-Constrained Project Portfolio Selection and Scheduling Problem

    Directory of Open Access Journals (Sweden)

    Yongyi Shou

    2014-01-01

    Full Text Available A multiagent evolutionary algorithm is proposed to solve the resource-constrained project portfolio selection and scheduling problem. The proposed algorithm has a dual level structure. In the upper level a set of agents make decisions to select appropriate project portfolios. Each agent selects its project portfolio independently. The neighborhood competition operator and self-learning operator are designed to improve the agent’s energy, that is, the portfolio profit. In the lower level the selected projects are scheduled simultaneously and completion times are computed to estimate the expected portfolio profit. A priority rule-based heuristic is used by each agent to solve the multiproject scheduling problem. A set of instances were generated systematically from the widely used Patterson set. Computational experiments confirmed that the proposed evolutionary algorithm is effective for the resource-constrained project portfolio selection and scheduling problem.

  14. Value Triangles in the Management of Building Projects

    DEFF Research Database (Denmark)

    Jensen, Per Anker

    2013-01-01

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

  15. Influential Factors Affecting Materials Management in Construction Projects

    Directory of Open Access Journals (Sweden)

    Jusoh Zairra Mat

    2017-12-01

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

  16. Software Support for the Classical, Contemporary and Future Project Management

    Directory of Open Access Journals (Sweden)

    Jakov Crnkovic

    2006-04-01

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

  17. Nuclear power. Volume 2. Nuclear power project management

    International Nuclear Information System (INIS)

    Pedersen, E.S.

    1978-01-01

    NUCLEAR POWER PLANT DESIGN is intended to be used as a working reference book for management, engineers and designers, and as a graduate-level text for engineering students. The book is designed to combine theory with practical nuclear power engineering and design experience, and to give the reader an up-to-date view of the status of nuclear power and a basic understanding of how nuclear power plants function. Volume 2 contains the following chapters: (1) review of nuclear power plants; (2) licensing procedures; (3) safety analysis; (4) project professional services; (5) quality assurance and project organization; (6) construction, scheduling, and operation; (7) nuclear fuel handling and fuel management; (8) plant cost management; and (9) conclusion

  18. Coordinating Management Activities in Distributed Software Development Projects

    OpenAIRE

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

    1999-01-01

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

  19. Heuristic algorithm for single resource constrained project scheduling problem based on the dynamic programming

    Directory of Open Access Journals (Sweden)

    Stanimirović Ivan

    2009-01-01

    Full Text Available We introduce a heuristic method for the single resource constrained project scheduling problem, based on the dynamic programming solution of the knapsack problem. This method schedules projects with one type of resources, in the non-preemptive case: once started an activity is not interrupted and runs to completion. We compare the implementation of this method with well-known heuristic scheduling method, called Minimum Slack First (known also as Gray-Kidd algorithm, as well as with Microsoft Project.

  20. A hybrid electromagnetism-like algorithm for a multi-mode resource-constrained project scheduling problem

    Directory of Open Access Journals (Sweden)

    Mohammad Hossein Sadeghi

    2013-08-01

    Full Text Available In this paper, two different sub-problems are considered to solve a resource constrained project scheduling problem (RCPSP, namely i assignment of modes to tasks and ii scheduling of these tasks in order to minimize the makespan of the project. The modified electromagnetism-like algorithm deals with the first problem to create an assignment of modes to activities. This list is used to generate a project schedule. When a new assignment is made, it is necessary to fix all mode dependent requirements of the project activities and to generate a random schedule with the serial SGS method. A local search will optimize the sequence of the activities. Also in this paper, a new penalty function has been proposed for solutions which are infeasible with respect to non-renewable resources. Performance of the proposed algorithm has been compared with the best algorithms published so far on the basis of CPU time and number of generated schedules stopping criteria. Reported results indicate excellent performance of the algorithm.

  1. Study on modular construction management in AP1000 nuclear plant project

    International Nuclear Information System (INIS)

    Fang Xiaopeng; Shen Wenrong; Sun Kebin; Wei Zhong

    2010-01-01

    The construction of AP1000 Nuclear Power Plant (NPP) has commenced in China. The AP1000 NPP features a passive design concept and modular construction technology. Based on the management of the construction of current AP1000 NNP, this paper describes the effects on Nuclear Island (NI) construction project management resulting from modular construction technology, as well as new construction techniques and methods. This paper puts forward new requirements for construction schedule management of the nuclear island construction at different levels. The AP1000 NI construction logic features the parallel construction of civil and structural erection as the main approach, with the integrated schedule of module fabrication, assembly and installation as support. The structural modules of AP1000 project are prefabricated in shop, delivered to site as sub-modules and assembled to integrated structural module. The assembled module is transported to the construction site, hoisted and finally set in NI. This paper illustrates how to ensure the construction quality of structural modules by analyzing the interface process and key links in the quality control program, and introduces how to ensure the safety of heavy structural components during various construction phases by evaluating and analyzing the construction safety process. This paper also makes an analysis of the safe environment for the assembly and installation of Containment Vessel, the management of product protection and personnel safety inside the Containment Building during 'Open Top' construction, raises to implement effective protection for the numerous pre-set mechanical modules and equipments, as well as personnel safety protection programs and measures. The modular construction feature of AP1000 NPP design requires technique improvement and management innovation during the NI construction. This paper makes a study and research on the control management of schedule, quality and safety of AP1000 NPP NI

  2. 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.

  3. Integrated Cost and Schedule using Monte Carlo Simulation of a CPM Model - 12419

    Energy Technology Data Exchange (ETDEWEB)

    Hulett, David T. [Hulett and Associates, LLC (United States); Nosbisch, Michael R. [Project Time and Cost, Inc. (United States)

    2012-07-01

    This discussion of the recommended practice (RP) 57R-09 of AACE International defines the integrated analysis of schedule and cost risk to estimate the appropriate level of cost and schedule contingency reserve on projects. The main contribution of this RP is to include the impact of schedule risk on cost risk and hence on the need for cost contingency reserves. Additional benefits include the prioritizing of the risks to cost, some of which are risks to schedule, so that risk mitigation may be conducted in a cost-effective way, scatter diagrams of time-cost pairs for developing joint targets of time and cost, and probabilistic cash flow which shows cash flow at different levels of certainty. Integrating cost and schedule risk into one analysis based on the project schedule loaded with costed resources from the cost estimate provides both: (1) more accurate cost estimates than if the schedule risk were ignored or incorporated only partially, and (2) illustrates the importance of schedule risk to cost risk when the durations of activities using labor-type (time-dependent) resources are risky. Many activities such as detailed engineering, construction or software development are mainly conducted by people who need to be paid even if their work takes longer than scheduled. Level-of-effort resources, such as the project management team, are extreme examples of time-dependent resources, since if the project duration exceeds its planned duration the cost of these resources will increase over their budgeted amount. The integrated cost-schedule risk analysis is based on: - A high quality CPM schedule with logic tight enough so that it will provide the correct dates and critical paths during simulation automatically without manual intervention. - A contingency-free estimate of project costs that is loaded on the activities of the schedule. - Resolves inconsistencies between cost estimate and schedule that often creep into those documents as project execution proceeds

  4. Location-based Scheduling

    DEFF Research Database (Denmark)

    Andersson, Niclas; Christensen, Knud

    on the market. However, CPM is primarily an activity based method that takes the activity as the unit of focus and there is criticism raised, specifically in the case of construction projects, on the method for deficient management of construction work and continuous flow of resources. To seek solutions...... to the identified limitations of the CPM method, an alternative planning and scheduling methodology that includes locations is tested. Location-based Scheduling (LBS) implies a shift in focus, from primarily the activities to the flow of work through the various locations of the project, i.e. the building. LBS uses...... the graphical presentation technique of Line-of-balance, which is adapted for planning and management of work-flows that facilitates resources to perform their work without interruptions caused by other resources working with other activities in the same location. As such, LBS and Lean Construction share...

  5. Project management plan for exploratory shaft at Yucca Mountain

    International Nuclear Information System (INIS)

    1983-08-01

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

  6. 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.

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

    Science.gov (United States)

    Alagba, Tonye J.

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

  8. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

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

  9. Integrated scheduled waste management system in Kuala Lumpur ...

    African Journals Online (AJOL)

    GREGORY

    2011-12-16

    Dec 16, 2011 ... Over the past decade, Malaysia has enjoyed tremendous growth in its economy. This has brought about a population growth together with a great influx of foreign workforce to the cities. This resulted in an increase in the amount of scheduled waste generated. Furthermore, scheduled waste management ...

  10. Environmental surveillance master sampling schedule

    International Nuclear Information System (INIS)

    Bisping, L.E.

    1995-02-01

    Environmental surveillance of the Hanford Site and surrounding areas is conducted by the Pacific Northwest Laboratory (PNL) for the U.S. Department of Energy (DOE). This document contains the planned 1994 schedules for routine collection of samples for the Surface Environmental Surveillance Project (SESP), Drinking Water Project, and Ground-Water Surveillance Project. Samples are routinely collected for the SESP and analyzed to determine the quality of air, surface water, soil, sediment, wildlife, vegetation, foodstuffs, and farm products at Hanford Site and surrounding communities. The responsibility for monitoring onsite drinking water falls outside the scope of the SESP. PNL conducts the drinking water monitoring project concurrent with the SESP to promote efficiency and consistency, utilize expertise developed over the years, and reduce costs associated with management, procedure development, data management, quality control, and reporting. The ground-water sampling schedule identifies ground-water sampling .events used by PNL for environmental surveillance of the Hanford Site. Sampling is indicated as annual, semi-annual, quarterly, or monthly in the sampling schedule. Some samples are collected and analyzed as part of ground-water monitoring and characterization programs at Hanford (e.g. Resources Conservation and Recovery Act (RCRA), Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), or Operational). The number of samples planned by other programs are identified in the sampling schedule by a number in the analysis column and a project designation in the Cosample column. Well sampling events may be merged to avoid redundancy in cases where sampling is planned by both-environmental surveillance and another program

  11. Environmental surveillance master sampling schedule

    Energy Technology Data Exchange (ETDEWEB)

    Bisping, L.E.

    1995-02-01

    Environmental surveillance of the Hanford Site and surrounding areas is conducted by the Pacific Northwest Laboratory (PNL) for the U.S. Department of Energy (DOE). This document contains the planned 1994 schedules for routine collection of samples for the Surface Environmental Surveillance Project (SESP), Drinking Water Project, and Ground-Water Surveillance Project. Samples are routinely collected for the SESP and analyzed to determine the quality of air, surface water, soil, sediment, wildlife, vegetation, foodstuffs, and farm products at Hanford Site and surrounding communities. The responsibility for monitoring onsite drinking water falls outside the scope of the SESP. PNL conducts the drinking water monitoring project concurrent with the SESP to promote efficiency and consistency, utilize expertise developed over the years, and reduce costs associated with management, procedure development, data management, quality control, and reporting. The ground-water sampling schedule identifies ground-water sampling .events used by PNL for environmental surveillance of the Hanford Site. Sampling is indicated as annual, semi-annual, quarterly, or monthly in the sampling schedule. Some samples are collected and analyzed as part of ground-water monitoring and characterization programs at Hanford (e.g. Resources Conservation and Recovery Act (RCRA), Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), or Operational). The number of samples planned by other programs are identified in the sampling schedule by a number in the analysis column and a project designation in the Cosample column. Well sampling events may be merged to avoid redundancy in cases where sampling is planned by both-environmental surveillance and another program.

  12. Project Management Plan for the Isotopes Facilities Deactivation Project at Oak Ridge National Laboratory

    International Nuclear Information System (INIS)

    1995-04-01

    The purpose of the Isotopes Facilities Deactivation Project (IFDP) is to place former isotopes production facilities at the Oak Ridge National Laboratory in a safe, stable, and environmentally sound condition suitable for an extended period of minimum surveillance and maintenance (S ampersand M) and as quickly and economically as possible. Implementation and completion of the deactivation project will further reduce the already small risks to the environment and to public safety and health. Furthermore, the project should result in significant S ampersand M cost savings in the future. The IFDP management plan has been prepared to document the project objectives, define organizational relationships and responsibilities, and outline the management control systems to be employed in the management of the project. The project has adopted a strategy to deactivate the simple facilities first, to reduce the scope of the project, and to gain experience before addressing more difficult facilities. A decision support system is being developed to identify those activities, that best promote the project mission and result in largest cost savings. The Work Plan for the Isotopes Facilities Deactivation Project at Oak Ridge National Laboratory (Energy Systems 1994) defines the project schedule, the cost estimate, and the technical approach for the project

  13. Environmental surveillance master sampling schedule

    International Nuclear Information System (INIS)

    Bisping, L.E.

    1994-02-01

    This document contains the planned 1994 schedules for routine collection of samples for the Surface Environmental Surveillance Project (SESP), Drinking Water Project, and Ground-Water Surveillance Project. Samples are routinely collected for the SESP and analyzed to determine the quality of air, surface water, soil, sediment, wildlife, vegetation, foodstuffs, and farm products at Hanford Site and surrounding communities. The responsibility for monitoring the onsite drinking water falls outside the scope of the SESP. The Hanford Environmental Health Foundation is responsible for monitoring the nonradiological parameters as defined in the National Drinking Water Standards while PNL conducts the radiological monitoring of the onsite drinking water. PNL conducts the drinking water monitoring project concurrent with the SESP to promote efficiency and consistency, utilize the expertise developed over the years, and reduce costs associated with management, procedure development, data management, quality control and reporting. The ground-water sampling schedule identifies ground-water sampling events used by PNL for environmental surveillance of the Hanford Site

  14. Environmental surveillance master sampling schedule

    Energy Technology Data Exchange (ETDEWEB)

    Bisping, L.E.

    1994-02-01

    This document contains the planned 1994 schedules for routine collection of samples for the Surface Environmental Surveillance Project (SESP), Drinking Water Project, and Ground-Water Surveillance Project. Samples are routinely collected for the SESP and analyzed to determine the quality of air, surface water, soil, sediment, wildlife, vegetation, foodstuffs, and farm products at Hanford Site and surrounding communities. The responsibility for monitoring the onsite drinking water falls outside the scope of the SESP. The Hanford Environmental Health Foundation is responsible for monitoring the nonradiological parameters as defined in the National Drinking Water Standards while PNL conducts the radiological monitoring of the onsite drinking water. PNL conducts the drinking water monitoring project concurrent with the SESP to promote efficiency and consistency, utilize the expertise developed over the years, and reduce costs associated with management, procedure development, data management, quality control and reporting. The ground-water sampling schedule identifies ground-water sampling events used by PNL for environmental surveillance of the Hanford Site.

  15. Using a Virtual Learning Environment to Manage Group Projects: A Case Study

    Science.gov (United States)

    Cleary, Yvonne; Marcus-Quinn, Ann

    2008-01-01

    Virtual Learning Environments (VLEs) are increasingly used by Higher Education Institutions to manage and enhance teaching and learning, and research. Discussion, chat, scheduling, and other collaboration tools make VLEs especially useful systems for designing and managing complex group projects. In the spring semester of 2006, students at the…

  16. Genetic algorithm parameters tuning for resource-constrained project scheduling problem

    Science.gov (United States)

    Tian, Xingke; Yuan, Shengrui

    2018-04-01

    Project Scheduling Problem (RCPSP) is a kind of important scheduling problem. To achieve a certain optimal goal such as the shortest duration, the smallest cost, the resource balance and so on, it is required to arrange the start and finish of all tasks under the condition of satisfying project timing constraints and resource constraints. In theory, the problem belongs to the NP-hard problem, and the model is abundant. Many combinatorial optimization problems are special cases of RCPSP, such as job shop scheduling, flow shop scheduling and so on. At present, the genetic algorithm (GA) has been used to deal with the classical RCPSP problem and achieved remarkable results. Vast scholars have also studied the improved genetic algorithm for the RCPSP problem, which makes it to solve the RCPSP problem more efficiently and accurately. However, for the selection of the main parameters of the genetic algorithm, there is no parameter optimization in these studies. Generally, we used the empirical method, but it cannot ensure to meet the optimal parameters. In this paper, the problem was carried out, which is the blind selection of parameters in the process of solving the RCPSP problem. We made sampling analysis, the establishment of proxy model and ultimately solved the optimal parameters.

  17. Heuristic algorithms for scheduling heat-treatment furnaces of steel ...

    Indian Academy of Sciences (India)

    1Department of Management Studies, Indian Institute of Science,. Bangalore .... and scheduling, production monitoring and data capture, and management information. Southall ...... Project Report, Department of Management Studies, Indian.

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

    Science.gov (United States)

    Murphy, Diane R.

    1994-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Felician ALECU

    2014-08-01

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

  20. Project management plan for Reactor 105-C Interim Safe Storage project

    International Nuclear Information System (INIS)

    Plagge, H.A.

    1996-09-01

    Reactor 105-C (located on the Hanford Site in Richland, Washington) will be placed into an interim safe storage condition such that (1) interim inspection can be limited to a 5-year frequency; (2) containment ensures that releases to the environmental are not credible under design basis conditions; and (3) final safe storage configuration shall not preclude or significantly increase the cost for any decommissioning alternatives for the reactor assembly.This project management plan establishes plans, organizational responsibilities, control systems, and procedures for managing the execution of Reactor 105-C interim safe storage activities to meet programmatic requirements within authorized funding and approved schedules

  1. A cost/schedule and control system for the environmental restoration program Albuquerque Field Office

    International Nuclear Information System (INIS)

    Fiske, Wanda S.; Bischoff, Edward L.; Rea, Kenneth H.; Dwain Farley, P.; Biedermann, Charles A.

    1992-01-01

    The Department of Energy (DOE) Field Office Albuquerque (AL), Environmental Restoration Project Office (ERPO), has developed a project management system used to plan, document, and control Environmental Restoration (ER) work at eight installations and one superfund site managed by AL. This system emphasizes control of the cost, schedule, and technical elements of the Program. It supports programmatic documentation such as the Environmental Restoration/Waste Management Five-Year Plan, Site Specific Plan, and budget requests. The System provides information used to manage the ER Program at all levels of management (i.e., from low-level day-to-day activities to high-level upper management). The System requires substantial effort to ensure reliability; however, the benefit to ERPO is an effective, proactive project management tool. This paper provides an overview of the ERPO System, an explanation of how it is implemented, and lessons learned from this process. Application of the System to cost estimating, annual and five-year budget preparation, resource projections, scheduling, and cost/schedule performance measurement is discussed. Also discussed are cost/schedule review procedures, along with variance identification and resolution. Examples are taken from the Pinellas ER Program. (author)

  2. Resource-constrained project scheduling: computing lower bounds by solving minimum cut problems

    NARCIS (Netherlands)

    Möhring, R.H.; Nesetril, J.; Schulz, A.S.; Stork, F.; Uetz, Marc Jochen

    1999-01-01

    We present a novel approach to compute Lagrangian lower bounds on the objective function value of a wide class of resource-constrained project scheduling problems. The basis is a polynomial-time algorithm to solve the following scheduling problem: Given a set of activities with start-time dependent

  3. A Proactive Approach for Change Management and Control on Construction Projects

    OpenAIRE

    CHEN, CHAO

    2015-01-01

    Changes on construction projects present tough and controversial issues. Change is one of the primary reasons for schedule delay and cost overrun, which create negative impact on project performance and profitability. The liability of change and its consequences are major sources of disagreements between project participants, which often lead to disputes or claims.To answer the challenge of change, both industry and academia have developed change management techniques. Many studies have touch...

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

    NARCIS (Netherlands)

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

    2016-01-01

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

  5. 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...

  6. Introducing an Innovative Project Management Framework for First Year Students – Project Work in a PBL Environment

    DEFF Research Database (Denmark)

    Kofoed, Lise B.; Møller, Michael Labovic

    2010-01-01

    Students at Aalborg University (AAU) in Denmark are educated according to the Aalborg Problem Based Learning (PBL) approach which entails working in groups and completing a project each semester. In accordance with this approach students are offered a course – Co-operation, Learning and Project...... in general acknowledge the benefits of thorough project plans and schedules, they often experience difficulties developing them and abiding by them. These experienced difficulties are caused by lack of motivation and competence within this particular area of project management. This paper describes how a new...

  7. ANALYSIS OF TIME MANAGEMENT APPLIED TO A PROJECT OF OIL

    Directory of Open Access Journals (Sweden)

    Arielle Meireles Moreira

    2011-05-01

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

  8. A Project Management Approach to Using Simulation for Cost Estimation on Large, Complex Software Development Projects

    Science.gov (United States)

    Mizell, Carolyn; Malone, Linda

    2007-01-01

    It is very difficult for project managers to develop accurate cost and schedule estimates for large, complex software development projects. None of the approaches or tools available today can estimate the true cost of software with any high degree of accuracy early in a project. This paper provides an approach that utilizes a software development process simulation model that considers and conveys the level of uncertainty that exists when developing an initial estimate. A NASA project will be analyzed using simulation and data from the Software Engineering Laboratory to show the benefits of such an approach.

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

    Science.gov (United States)

    Pinha, Denis C.; Ahluwalia, Rashpal S.

    2018-06-01

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

  10. Project Management Web Tools at the MICE experiment

    CERN Multimedia

    CERN. Geneva

    2012-01-01

    Project management tools like Trac are commonly used within the open-source community to coordinate projects. The Muon Ionization Cooling Experiment (MICE) uses the project management web application Redmine to host mice.rl.ac.uk. Many groups within the experiment have a Redmine project: analysis, computing and software (including offline, online, controls and monitoring, and database subgroups), executive board, and operations. All of these groups use the website to communicate, track effort, develop schedules, and maintain documentation. The issue tracker is a rich tool that is used to identify tasks and monitor progress within groups on timescales ranging from immediate and unexpected problems to milestones that cover the life of the experiment. It allows the prioritization of tasks according to time-sensitivity, while providing a searchable record of work that has been done. This record of work can be used to measure both individual and overall group activity, identify areas lacking sufficient personne...

  11. IX Disposition Project - project management plan

    International Nuclear Information System (INIS)

    Choi, I.G.

    1994-01-01

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

  12. A study of the Bienstock-Zuckerberg algorithm, Applications in Mining and Resource Constrained Project Scheduling

    OpenAIRE

    Muñoz, Gonzalo; Espinoza, Daniel; Goycoolea, Marcos; Moreno, Eduardo; Queyranne, Maurice; Rivera, Orlando

    2016-01-01

    We study a Lagrangian decomposition algorithm recently proposed by Dan Bienstock and Mark Zuckerberg for solving the LP relaxation of a class of open pit mine project scheduling problems. In this study we show that the Bienstock-Zuckerberg (BZ) algorithm can be used to solve LP relaxations corresponding to a much broader class of scheduling problems, including the well-known Resource Constrained Project Scheduling Problem (RCPSP), and multi-modal variants of the RCPSP that consider batch proc...

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

    International Nuclear Information System (INIS)

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

    2002-01-01

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

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

    International Nuclear Information System (INIS)

    1995-12-01

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

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

    Science.gov (United States)

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

    2007-04-15

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

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

    Science.gov (United States)

    Chanmeka, Arpamart

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

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

    International Nuclear Information System (INIS)

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

    1995-01-01

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

  18. PRACTICAL IMPLICATIONS OF LOCATION-BASED SCHEDULING

    DEFF Research Database (Denmark)

    Andersson, Niclas; Christensen, Knud

    2007-01-01

    The traditional method for planning, scheduling and controlling activities and resources in construction projects is the CPM-scheduling, which has been the predominant scheduling method since its introduction in the late 1950s. Over the years, CPM has proven to be a very powerful technique...... that will be used in this study. LBS is a scheduling method that rests upon the theories of line-of-balance and which uses the graphic representation of a flowline chart. As such, LBS is adapted for planning and management of workflows and, thus, may provide a solution to the identified shortcomings of CPM. Even...

  19. Multiple R&D projects scheduling optimization with improved particle swarm algorithm.

    Science.gov (United States)

    Liu, Mengqi; Shan, Miyuan; Wu, Juan

    2014-01-01

    For most enterprises, in order to win the initiative in the fierce competition of market, a key step is to improve their R&D ability to meet the various demands of customers more timely and less costly. This paper discusses the features of multiple R&D environments in large make-to-order enterprises under constrained human resource and budget, and puts forward a multi-project scheduling model during a certain period. Furthermore, we make some improvements to existed particle swarm algorithm and apply the one developed here to the resource-constrained multi-project scheduling model for a simulation experiment. Simultaneously, the feasibility of model and the validity of algorithm are proved in the experiment.

  20. Simulating Harvest Schedule for Timber Management and Multipurpose Management in Teak Plantations

    Directory of Open Access Journals (Sweden)

    Tatang Tiryana

    2016-04-01

    Full Text Available Sustainable management of teak plantations in Java requires an improvement of the existing yield regulation method to optimize multiple benefits of the plantations at risk of stand destruction. This study was therefore aimed to formulate an alternative harvest scheduling model that integrates risk of stand destruction for supporting multipurpose management of teak plantations. The proposed model used a state-space planning model to simulate the dynamic of plantations due to timber harvesting and stand destruction, and then sought optimal solutions for 2 management scenarios, i.e. timber management that optimized total harvest volume and multipurpose management that optimized net present value (NPV while increasing carbon stocks. Using a case study on a typical teak plantation, this study confirmed that increasing destruction rates reduced harvest volumes, NPV, carbon stocks, and resulted in imbalanced ending age-class structures. Reducing cutting-age limit increased harvest volumes and NPV, but it also reduced carbon stocks of the plantations. Although the multipurpose management generated lower financial benefit, it maintained carbon stocks and produced better ending age-class structures compared to timber management. The proposed harvest scheduling model provides a useful planning tool for managing teak plantations.

  1. Resource Constrained Project Scheduling Subject to Due Dates: Preemption Permitted with Penalty

    Directory of Open Access Journals (Sweden)

    Behrouz Afshar-Nadjafi

    2014-01-01

    Full Text Available Extensive research works have been carried out in resource constrained project scheduling problem. However, scarce researches have studied the problems in which a setup cost must be incurred if activities are preempted. In this research, we investigate the resource constrained project scheduling problem to minimize the total project cost, considering earliness-tardiness and preemption penalties. A mixed integer programming formulation is proposed for the problem. The resulting problem is NP-hard. So, we try to obtain a satisfying solution using simulated annealing (SA algorithm. The efficiency of the proposed algorithm is tested based on 150 randomly produced examples. Statistical comparison in terms of the computational times and objective function indicates that the proposed algorithm is efficient and effective.

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

    Science.gov (United States)

    Hill, Terry R.

    2011-01-01

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

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

    Science.gov (United States)

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

    2018-03-01

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

  4. Managing a big ground-based astronomy project: the Thirty Meter Telescope (TMT) project

    Science.gov (United States)

    Sanders, Gary H.

    2008-07-01

    TMT is a big science project and its scale is greater than previous ground-based optical/infrared telescope projects. This paper will describe the ideal "linear" project and how the TMT project departs from that ideal. The paper will describe the needed adaptations to successfully manage real world complexities. The progression from science requirements to a reference design, the development of a product-oriented Work Breakdown Structure (WBS) and an organization that parallels the WBS, the implementation of system engineering, requirements definition and the progression through Conceptual Design to Preliminary Design will be summarized. The development of a detailed cost estimate structured by the WBS, and the methodology of risk analysis to estimate contingency fund requirements will be summarized. Designing the project schedule defines the construction plan and, together with the cost model, provides the basis for executing the project guided by an earned value performance measurement system.

  5. Stratospheric Aerosol and Gas Experiment, SAGE III on ISS, An Earth Science Mission on the International Space Station, Schedule Risk Analysis, A Project Perspective

    Science.gov (United States)

    Bonine, Lauren

    2015-01-01

    The presentation provides insight into the schedule risk analysis process used by the Stratospheric Aerosol and Gas Experiment III on the International Space Station Project. The presentation focuses on the schedule risk analysis process highlighting the methods for identification of risk inputs, the inclusion of generic risks identified outside the traditional continuous risk management process, and the development of tailored analysis products used to improve risk informed decision making.

  6. Managing IT Projects in Public Companies: A Case Study

    Directory of Open Access Journals (Sweden)

    Bouras, A.

    2014-07-01

    Full Text Available As part of its public sector modernization effort, a North African government has put a lot of effort and allocated significant budgets since 1997 to modernize one of its main public sector companies. Consequently, this company, that mainly offers postal services, initiated many IT-based projects to computerize all paper-based ongoing services offered through its branches and to present new products to customers. This company was aiming to improve service quality and to diversify the range of its services. However, some of these IT-based projects inevitably faced problems. Some projects were either not completed successfully, cancelled, over-budget or taking more time than scheduled. As a result, many employees and customers of this company were dissatisfied and complained about bad planning, slowness and significant disruptions in these projects, an event that affected adversely the quality of service. This study aims at determining the causes of these project disruptions, failures or delays. To achieve this aim, 30 experienced project developers and engineers working in that company’s IT department volunteered to respond to a detailed questionnaire specifically developed for this purpose. The questionnaire included questions about project vision clarity, time/cost management, project quality assurance, risk management and human resources management. Results show that the main reasons for disruptions, failure or delays in IT projects are lack of business plan and poor documentation during and after finishing projects, lack of clear quality assurance criteria, standards and reviews, and poor project risk management practices. Ramifications of such results in terms of improving IT project management practices in the public service sector are finally presented.

  7. 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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2014-10-15

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

  9. Project management approach for the Waste Area Grouping 6 Closure/Remediation Project at Oak Ridge National Laboratory, Oak Ridge, Tennessee

    International Nuclear Information System (INIS)

    1992-07-01

    This document has been developed as a preliminary definition of the Waste Area Grouping (WAG) 6 Closure Project Management Approach. The purpose of this document is to identify the roles and responsibilities of the various project team members and to identify the project scope, schedule and budget. This document is intended to be a living document. As information develops, this document will be revised to create a WAG 6 Project Management Plan (PMP). The PMP will provide additional focus to the information contained in this document. The information required will be available as the selected alternative for remediation of WAG 6 is approved and Remedial Action Plans are conceptualized. This document has been reviewed against, and is intended to be consistent with, the Environmental Restoration Program Management Plan

  10. Project management in fossil plant construction: A perspective for the Nineties

    International Nuclear Information System (INIS)

    Bhatia, N.K.

    1991-01-01

    The continuing growth in demand for electric power, and the reluctance of electric utility management to commit to new capacity additions has created a potential for somewhat hectic activity in the fossil power plant construction market. With the changing matrix of power plant types and ownerships, the project manager is called upon to deliver a complex product with exacting contract requirements: lump sum contracts, competitive pricing, short schedules, and performance guarantees. A shortage of experienced professionals in the ranks of the owners, engineers, contractors, and suppliers magnifies the challenge. Plant replication, automation, creative management of vendors and contractors, and participative management of the work force will be key elements of successful projects. Partnering between the clients and the engineers-constructors will be an interesting new relationship model

  11. Project Management Plan to Maintain Safe and Compliant Conditions at the Plutonium Finishing Plant

    International Nuclear Information System (INIS)

    COX, G.J.

    1999-01-01

    This Project Management Plan presents the overall plan, description, mission, and workscope for the Plutonium Finishing Plant (PFP) maintain safe and compliant conditions project at PFP. This plan presents the overall description, mission, work scope, and planning for the Plutonium Finishing Plant (PFP) Maintain Safe and Compliant Conditions Project at PFP. This project includes all tasks required to maintain the safety boundary for the PFP Complex, except for the 2736-2 Vault Complex and the 234-52 vaults and vault-type rooms. The intent of this plan is to describe how this project will be managed and integrated with the 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 that will manage the execution of this project. It describes the organizational approach and roles/responsibilities implemented to execute the project. This plan is under configuration management and any deviations must be authorized by appropriate change control action

  12. Independent management and financial review, Yucca Mountain Project, Nevada. Final report, Appendix

    International Nuclear Information System (INIS)

    1995-01-01

    The Nuclear Waste Policy Act of 1982 (Public Law 97-425), as amended by Public Law 100-203, December 22, 1987, established the Office of Civilian Radioactive Waste Management (OCRWM) within the Department of Energy (DOE), and directed the Office to investigate a site at Yucca Mountain, Nevada, to determine if this site is suitable for the construction of a repository for the disposal of high level nuclear waste. Work on site characterization has been under way for several years. Thus far, about $1.47 billion have been spent on Yucca Mountain programs. This work has been funded by Congressional appropriations from a Nuclear Waste Fund to which contributions have been made by electric utility ratepayers through electric utilities generating power from nuclear power stations. The Secretary of Energy and the Governor of the State of Nevada have appointed one person each to a panel to oversee an objective, independent financial and management evaluation of the Yucca Mountain Project. The Requirements for the work will include an analysis of (1) the Yucca Mountain financial and, contract management techniques and controls; (2) Project schedules and credibility of the proposed milestones; (3) Project organizational effectiveness and internal planning processes, and (4) adequacy of funding levels and funding priorities, including the cost of infrastructure and scientific studies. The recipient will provide monthly progress report and the following reports/documents will be presented as deliverables under the contract: (1) Financial and Contract Management Preliminary Report; (2) Project Scheduling Preliminary Report; (3)Project Organizational Effectiveness Preliminary Report; (4) Project Funding Levels and Funding Priorities Preliminary Report; and (5) Final Report

  13. Independent management and financial review, Yucca Mountain Project, Nevada. Final report, Appendix

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-07-15

    The Nuclear Waste Policy Act of 1982 (Public Law 97-425), as amended by Public Law 100-203, December 22, 1987, established the Office of Civilian Radioactive Waste Management (OCRWM) within the Department of Energy (DOE), and directed the Office to investigate a site at Yucca Mountain, Nevada, to determine if this site is suitable for the construction of a repository for the disposal of high level nuclear waste. Work on site characterization has been under way for several years. Thus far, about $1.47 billion have been spent on Yucca Mountain programs. This work has been funded by Congressional appropriations from a Nuclear Waste Fund to which contributions have been made by electric utility ratepayers through electric utilities generating power from nuclear power stations. The Secretary of Energy and the Governor of the State of Nevada have appointed one person each to a panel to oversee an objective, independent financial and management evaluation of the Yucca Mountain Project. The Requirements for the work will include an analysis of (1) the Yucca Mountain financial and, contract management techniques and controls; (2) Project schedules and credibility of the proposed milestones; (3) Project organizational effectiveness and internal planning processes, and (4) adequacy of funding levels and funding priorities, including the cost of infrastructure and scientific studies. The recipient will provide monthly progress report and the following reports/documents will be presented as deliverables under the contract: (1) Financial and Contract Management Preliminary Report; (2) Project Scheduling Preliminary Report; (3)Project Organizational Effectiveness Preliminary Report; (4) Project Funding Levels and Funding Priorities Preliminary Report; and (5) Final Report.

  14. Project management plan double-shell tank system specification development

    International Nuclear Information System (INIS)

    Conrads, T.J.

    1998-01-01

    The Project Hanford Management Contract (PHMC) members have been tasked by the US Department of Energy (DOE) to support removal of wastes from the Hanford Site 200 Area tanks in two phases. The schedule for these phases allows focusing on requirements for the first phase of providing feed to the privatized vitrification plants. The Tank Waste Retrieval Division near-term goal is to focus on the activities to support Phase 1. These include developing an integrated (technical, schedule, and cost) baseline and, with regard to private contractors, establishing interface agreements, constructing infrastructure systems, retrieving and delivering waste feed, and accepting immobilized waste products for interim onsite storage. This document describes the process for developing an approach to designing a system for retrieving waste from double-shell tanks. It includes a schedule and cost account for the work breakdown structure task

  15. Schedule Matters: Understanding the Relationship between Schedule Delays and Costs on Overruns

    Science.gov (United States)

    Majerowicz, Walt; Shinn, Stephen A.

    2016-01-01

    This paper examines the relationship between schedule delays and cost overruns on complex projects. It is generally accepted by many project practitioners that cost overruns are directly related to schedule delays. But what does "directly related to" actually mean? Some reasons or root causes for schedule delays and associated cost overruns are obvious, if only in hindsight. For example, unrealistic estimates, supply chain difficulties, insufficient schedule margin, technical problems, scope changes, or the occurrence of risk events can negatively impact schedule performance. Other factors driving schedule delays and cost overruns may be less obvious and more difficult to quantify. Examples of these less obvious factors include project complexity, flawed estimating assumptions, over-optimism, political factors, "black swan" events, or even poor leadership and communication. Indeed, is it even possible the schedule itself could be a source of delay and subsequent cost overrun? Through literature review, surveys of project practitioners, and the authors' own experience on NASA programs and projects, the authors will categorize and examine the various factors affecting the relationship between project schedule delays and cost growth. The authors will also propose some ideas for organizations to consider to help create an awareness of the factors which could cause or influence schedule delays and associated cost growth on complex projects.

  16. Project management plan for the Isotopes Facilities Deactivation Project at Oak Ridge National Laboratory. Environmental Restoration Program

    International Nuclear Information System (INIS)

    1995-01-01

    The purpose of the Isotopes Facilities Deactivation Project (IFDP) is to place nineteen former isotopes production facilities at the Oak Ridge National Laboratory in a safe, stable, and environmentally sound condition suitable for an extended period of minimum surveillance and maintenance (S ampersand M) and as quickly and economically as possible. Implementation and completion of the deactivation project win further reduce the already small risks to the environment and to public safety and health. Furthermore, the project should result in significant S ampersand M cost savings in the future. The IFDP management plan has been prepared to document the project objectives, define organizational relationships and responsibilities, and outline the management control systems to be employed in the management of the project. The project has adopted a strategy to deactivate the simple facilities first, to reduce the scope of the project, and to gain experience before addressing more difficult facilities. A decision support system is being developed to identify those activities that best promote the project mission and result in largest cost savings. The Work Plan for the Isotopes Facilities Deactivation Project at Oak Ridge National Laboratory (Energy Systems 1994) defines the project schedule, the cost estimate, and the technical approach for the project

  17. 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....

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

    Energy Technology Data Exchange (ETDEWEB)

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

    1995-07-01

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

  19. Bridging the Divide between Safety and Risk Management for your Project or Program

    Science.gov (United States)

    Lutomski, Mike

    2005-01-01

    This presentation will bridge the divide between these separate but overlapping disciplines and help explain how to use Risk Management as an effective management decision support tool that includes safety. Risk Management is an over arching communication tool used by management to prioritize and effectively mitigate potential problems before they concur. Risk Management encompasses every kind of potential problem that can occur on a program or project. Some of these are safety issues such as hazards that have a specific likelihood and consequence that need to be controlled and included to show an integrated picture of accepted) mitigated, and residual risk. Integrating safety and other assurance disciplines is paramount to accurately representing a program s or projects risk posture. Risk is made up of several components such as technical) cost, schedule, or supportability. Safety should also be a consideration for every risk. The safety component can also have an impact on the technical, cost, and schedule aspect of a given risk. The current formats used for communication of safety and risk issues are not consistent or integrated. The presentation will explore the history of these disciplines, current work to integrate them, and suggestions for integration for the future.

  20. Project Scheduling Heuristics-Based Standard PSO for Task-Resource Assignment in Heterogeneous Grid

    Directory of Open Access Journals (Sweden)

    Ruey-Maw Chen

    2011-01-01

    Full Text Available The task scheduling problem has been widely studied for assigning resources to tasks in heterogeneous grid environment. Effective task scheduling is an important issue for the performance of grid computing. Meanwhile, the task scheduling problem is an NP-complete problem. Hence, this investigation introduces a named “standard“ particle swarm optimization (PSO metaheuristic approach to efficiently solve the task scheduling problems in grid. Meanwhile, two promising heuristics based on multimode project scheduling are proposed to help in solving interesting scheduling problems. They are the best performance resource heuristic and the latest finish time heuristic. These two heuristics applied to the PSO scheme are for speeding up the search of the particle and improving the capability of finding a sound schedule. Moreover, both global communication topology and local ring communication topology are also investigated for efficient study of proposed scheme. Simulation results demonstrate that the proposed approach in this investigation can successfully solve the task-resource assignment problems in grid computing and similar scheduling problems.

  1. 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.

  2. 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...

  3. Governance of project management and capital investments: A case study in Brazil’s mining industry

    Directory of Open Access Journals (Sweden)

    Jose Antonio Sousa Neto

    2012-12-01

    Full Text Available The objective of this paper is to present the results of a survey carried out to evaluate the application of corporate governance practices in the management of capital investments and projects by a Brazilian iron ore mining company in 2011. It addresses the main concepts related to projects and corporate governance, as well as the impacts of the Sarbanes-Oxley Act of 2002 on project management. Data were analyzed and processed using descriptive statistics. It was found that the four core disciplines of project governance: portfolio management, project sponsorship, project management, disclosure and reporting, are present in the organization’s management framework, including the application of controls necessary to ensure the accuracy of financial analysis and future cash flows from the successful completion of capital projects. On the other hand, a discrepancy was found in the disproportionate allocation of resources and staff to mega project management compared to small and medium projects which, as a result, are not completed on schedule and within budget. Deficiencies were also found in the attribution of priorities within the organization’s project portfolio.

  4. Effect of Pre-Construction on Construction Schedule and Client Loyalty

    OpenAIRE

    Jong Hoon Kim; Hyun-Soo Lee; Moonseo Park; Min Jeong; Inbeom Lee

    2016-01-01

    Pre-construction is essential in achieving the success of a construction project. Due to the early involvement of project participants in the construction phase, project managers are able to plan ahead and solve issues well in advance leading to the success of the project and the satisfaction of the client. This research utilizes quantitative data derived from construction management projects in order to identify the relationship between pre-construction, construction schedule, and client sat...

  5. Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach

    Science.gov (United States)

    2010-05-01

    This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

  6. Identification of the recommended waste management systems and system development schedules: Regional Management Plan

    International Nuclear Information System (INIS)

    1986-01-01

    This report describes the evaluations of alternatives for low-level waste treatment and disposal leading to the selection of four disposal methods and two treatment alternatives (including the alternative of only continuing current methods of waste treatment used by the waste generators) that were used to form candidate waste management systems. The subsequent evaluation of waste management systems and schedules for the development of the regional waste management system under four different scenarios are also included. The report also describes the consequences to the member states and their waste generators of the four scenarios and presents insights into preferred courses of action that arise from the scheduling exercise. 13 refs., 14 figs., 2 tabs

  7. Stochastic project networks temporal analysis, scheduling and cost minimization

    CERN Document Server

    Neumann, Klaus

    1990-01-01

    Project planning, scheduling, and control are regularly used in business and the service sector of an economy to accomplish outcomes with limited resources under critical time constraints. To aid in solving these problems, network-based planning methods have been developed that now exist in a wide variety of forms, cf. Elmaghraby (1977) and Moder et al. (1983). The so-called "classical" project networks, which are used in the network techniques CPM and PERT and which represent acyclic weighted directed graphs, are able to describe only projects whose evolution in time is uniquely specified in advance. Here every event of the project is realized exactly once during a single project execution and it is not possible to return to activities previously carried out (that is, no feedback is permitted). Many practical projects, however, do not meet those conditions. Consider, for example, a production process where some parts produced by a machine may be poorly manufactured. If an inspection shows that a part does no...

  8. Project Management Plan 105-KE Basin sludge retrieval and packaging

    International Nuclear Information System (INIS)

    McWethy, L.M.

    1994-01-01

    The KE Basin contains over 1,100 metric tons of spent nuclear fuel (SNF). The bulk of this inventory consists of over 50,000 zircaloy clad, uranium metal N-Reactor fuel element assemblies, along with less than half a metric ton of single-pass reactor fuel elements, stored in over 3,600 open top canister assemblies. In addition, sludge containing fissile and fission product material from damaged/degraded fuel has accumulated in the basin. The sludge, particularly the fines, impacts basin operations by clouding the water and making activities requiring a clear view impossible to complete until after sludge settles. Packaging would get the sludge out of the operator's way and allow it to be moved within the basin in a more manageable state. The primary project objective is to develop, procure, and quality the equipment needed to remove all sludge from the KE Basin with minimal dose commitment, minimal cost, and on schedule. The project will provide: (1) the development, testing, and installation of equipment for sludge retrieval and packaging; (2) understanding of and experience with actual sludge through near-term sludge packaging feature tests in the KE Basin; (3) sludge removal and handling equipment required to support debris removal, fuel handling, and other activities involving sludge within the KE Basin; and (4) enlist industry expertise in all phases of the project. This Project Management Plant establishes the organizational responsibilities, control systems, and procedures for the execution of project activities for KE Basin sludge retrieval packaging, to meet programmatic requirements within authorized funding and approved schedules

  9. 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.

  10. Project Robust Scheduling Based on the Scattered Buffer Technology

    Directory of Open Access Journals (Sweden)

    Nansheng Pang

    2018-04-01

    Full Text Available The research object in this paper is the sub network formed by the predecessor’s affect on the solution activity. This paper is to study three types of influencing factors from the predecessors that lead to the delay of starting time of the solution activity on the longest path, and to analyze the influence degree on the delay of the solution activity’s starting time from different types of factors. On this basis, through the comprehensive analysis of various factors that influence the solution activity, this paper proposes a metric that is used to evaluate the solution robustness of the project scheduling, and this metric is taken as the optimization goal. This paper also adopts the iterative process to design a scattered buffer heuristics algorithm based on the robust scheduling of the time buffer. At the same time, the resource flow network is introduced in this algorithm, using the tabu search algorithm to solve baseline scheduling. For the generation of resource flow network in the baseline scheduling, this algorithm designs a resource allocation algorithm with the maximum use of the precedence relations. Finally, the algorithm proposed in this paper and some other algorithms in previous literature are taken into the simulation experiment; under the comparative analysis, the experimental results show that the algorithm proposed in this paper is reasonable and feasible.

  11. Prioritizing and scheduling Portsmouth Gaseous Diffusion Plant safeguards upgrades

    International Nuclear Information System (INIS)

    Edmunds, T.; Saleh, R.; Zevanove, S.

    1992-02-01

    As part of the Site Safeguards and Security Plan (SSSP), facilities are required to develop a Resource Plan (RP). The Resource Plan provides documentation and justification for the facility's planned upgrades, including the schedule, priority, and cost estimates for the safeguards and security upgrades. Portsmouth Gaseous Diffusion Plant (PORTS) management has identified and obtained funding approval for a number of safeguards and security upgrades, including line-item construction projects. These upgrade projects were selected to address a variety of concerns identified in the PORTS vulnerability assessments and other reviews performed in support of the SSSP process. However, budgeting and scheduling constraints do not make it possible to simultaneously begin implementation of all of the upgrade projects. A formal methodology and analysis are needed to explicitly address the trade-offs between competing safeguards objectives, and to prioritize and schedule the upgrade projects to ensure that the maximum benefit can be realized in the shortest possible time frame. The purpose of this report is to describe the methodology developed to support these upgrade project scheduling decisions. The report also presents the results obtained from applying the methodology to a set of the upgrade projects selected by PORTS S ampersand S management. Data for the analysis are based on discussions with personnel familiar with the PORTS safeguards and security needs, the requirements for implementing these upgrades, and upgrade funding limitations. The analysis results presented here assume continued highly enriched uranium (HEU) operations at PORTS. However, the methodology developed is readily adaptable for the evaluation of other operational scenarios and other resource allocation issues relevant to PORTS

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

    International Nuclear Information System (INIS)

    Olona, D.; Sala, D.

    1993-01-01

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

  13. An ex ante control chart for project monitoring using earned duration management observations

    Science.gov (United States)

    Mortaji, Seyed Taha Hossein; Noori, Siamak; Noorossana, Rassoul; Bagherpour, Morteza

    2017-12-01

    In the past few years, there has been an increasing interest in developing project control systems. The primary purpose of such systems is to indicate whether the actual performance is consistent with the baseline and to produce a signal in the case of non-compliance. Recently, researchers have shown an increased interest in monitoring project's performance indicators, by plotting them on the Shewhart-type control charts over time. However, these control charts are fundamentally designed for processes and ignore project-specific dynamics, which can lead to weak results and misleading interpretations. By paying close attention to the project baseline schedule and using statistical foundations, this paper proposes a new ex ante control chart which discriminates between acceptable (as-planned) and non-acceptable (not-as-planned) variations of the project's schedule performance. Such control chart enables project managers to set more realistic thresholds leading to a better decision making for taking corrective and/or preventive actions. For the sake of clarity, an illustrative example has been presented to show how the ex ante control chart is constructed in practice. Furthermore, an experimental investigation has been set up to analyze the performance of the proposed control chart. As expected, the results confirm that, when a project starts to deflect significantly from the project's baseline schedule, the ex ante control chart shows a respectable ability to detect and report right signals while avoiding false alarms.

  14. Status of decommissioning activities at the Fernald Environmental Management Project (FEMP) site

    International Nuclear Information System (INIS)

    1996-01-01

    The Fernald Environmental Management Project (FEMP) was formally closed and the mission of the facility was officially redirected toward environmental restoration in August 1991. Many of the production facilities and equipment still contained quantities of raw, intermediate, and finished production-related materials. The safe Shutdown program was initiated to remove and properly disposition all nuclear product and in process residue materials, supplies, chemicals, and associated process equipment that was abandoned in place when FEMP stopped production in 1989. As part of the remedial design of the interim remedial action, a schedule for building dismantlement was submitted in June 1995. A 31-year schedule was developed, based on anticipation of reduced funding levels. However, recent cleanup successes at Fernald led to DOE endorsement of greater funding for the final cleanup, accelerating the schedule for Operable Unit 3 dismantlement, reducing the schedule to ten years. Under the accelerated schedule, several plants will be dismantled, starting in 1996

  15. Developing a Mathematical Model for Scheduling and Determining Success Probability of Research Projects Considering Complex-Fuzzy Networks

    Directory of Open Access Journals (Sweden)

    Gholamreza Norouzi

    2015-01-01

    Full Text Available In project management context, time management is one of the most important factors affecting project success. This paper proposes a new method to solve research project scheduling problems (RPSP containing Fuzzy Graphical Evaluation and Review Technique (FGERT networks. Through the deliverables of this method, a proper estimation of project completion time (PCT and success probability can be achieved. So algorithms were developed to cover all features of the problem based on three main parameters “duration, occurrence probability, and success probability.” These developed algorithms were known as PR-FGERT (Parallel and Reversible-Fuzzy GERT networks. The main provided framework includes simplifying the network of project and taking regular steps to determine PCT and success probability. Simplifications include (1 equivalent making of parallel and series branches in fuzzy network considering the concepts of probabilistic nodes, (2 equivalent making of delay or reversible-to-itself branches and impact of changing the parameters of time and probability based on removing related branches, (3 equivalent making of simple and complex loops, and (4 an algorithm that was provided to resolve no-loop fuzzy network, after equivalent making. Finally, the performance of models was compared with existing methods. The results showed proper and real performance of models in comparison with existing methods.

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

    International Nuclear Information System (INIS)

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

    2009-01-01

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

  17. 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.

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

    International Nuclear Information System (INIS)

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

    2009-01-01

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

  19. Development of Improved Graphical Displays for an Advanced Outage Control Center, Employing Human Factors Principles for Outage Schedule Management

    Energy Technology Data Exchange (ETDEWEB)

    St Germain, Shawn Walter [Idaho National Lab. (INL), Idaho Falls, ID (United States); Farris, Ronald Keith [Idaho National Lab. (INL), Idaho Falls, ID (United States); Thomas, Kenneth David [Idaho National Lab. (INL), Idaho Falls, ID (United States)

    2015-09-01

    The long-term viability of existing nuclear power plants in the United States (U.S.) is dependent upon a number of factors, including maintaining high capacity factors, maintaining nuclear safety, and reducing operating costs, particularly those associated with refueling outages. Refueling outages typically take 20-30 days, and for existing light water NPPs in the U.S., the reactor cannot be in operation during the outage. Furthermore, given that many NPPs generate between $1-1.5 million/day in revenue when in operation, there is considerable interest in shortening the length of refueling outages. Yet refueling outages are highly complex operations, involving multiple concurrent and dependent activities that are somewhat challenging to coordinate; therefore, finding ways to improve refueling outage performance, while maintaining nuclear safety has proven to be difficult. The Advanced Outage Control Center (AOCC) project is a research and development (R&D) demonstration activity under the LWRS Program. LWRS is an R&D program that works closely with industry R&D programs to establish technical foundations for the licensing and managing of long-term, safe, and economical operation of current fleet of NPPs. As such, the LWRS Advanced Outage Control Center project has the goal of improving the management of commercial NPP refueling outages. To accomplish this goal, INL is developing an advanced outage control center (OCC) that is specifically designed to maximize the usefulness of communication and collaboration technologies for outage coordination and problem resolution activities. The overall focus is on developing an AOCC with the following capabilities that enables plant and OCC staff to; Collaborate in real-time to address emergent issues; Effectively communicate outage status to all workers involved in the outage; Effectively communicate discovered conditions in the field to the OCC; Provide real-time work status; Provide automatic pending support notifications

  20. Development of Improved Graphical Displays for an Advanced Outage Control Center, Employing Human Factors Principles for Outage Schedule Management

    International Nuclear Information System (INIS)

    St Germain, Shawn Walter; Farris, Ronald Keith; Thomas, Kenneth David

    2015-01-01

    The long-term viability of existing nuclear power plants in the United States (U.S.) is dependent upon a number of factors, including maintaining high capacity factors, maintaining nuclear safety, and reducing operating costs, particularly those associated with refueling outages. Refueling outages typically take 20-30 days, and for existing light water NPPs in the U.S., the reactor cannot be in operation during the outage. Furthermore, given that many NPPs generate between $1-1.5 million/day in revenue when in operation, there is considerable interest in shortening the length of refueling outages. Yet refueling outages are highly complex operations, involving multiple concurrent and dependent activities that are somewhat challenging to coordinate; therefore, finding ways to improve refueling outage performance, while maintaining nuclear safety has proven to be difficult. The Advanced Outage Control Center (AOCC) project is a research and development (R&D) demonstration activity under the LWRS Program. LWRS is an R&D program that works closely with industry R&D programs to establish technical foundations for the licensing and managing of long-term, safe, and economical operation of current fleet of NPPs. As such, the LWRS Advanced Outage Control Center project has the goal of improving the management of commercial NPP refueling outages. To accomplish this goal, INL is developing an advanced outage control center (OCC) that is specifically designed to maximize the usefulness of communication and collaboration technologies for outage coordination and problem resolution activities. The overall focus is on developing an AOCC with the following capabilities that enables plant and OCC staff to; Collaborate in real-time to address emergent issues; Effectively communicate outage status to all workers involved in the outage; Effectively communicate discovered conditions in the field to the OCC; Provide real-time work status; Provide automatic pending support notifications

  1. Artificial intelligence - New tools for aerospace project managers

    Science.gov (United States)

    Moja, D. C.

    1985-01-01

    Artificial Intelligence (AI) is currently being used for business-oriented, money-making applications, such as medical diagnosis, computer system configuration, and geological exploration. The present paper has the objective to assess new AI tools and techniques which will be available to assist aerospace managers in the accomplishment of their tasks. A study conducted by Brown and Cheeseman (1983) indicates that AI will be employed in all traditional management areas, taking into account goal setting, decision making, policy formulation, evaluation, planning, budgeting, auditing, personnel management, training, legal affairs, and procurement. Artificial intelligence/expert systems are discussed, giving attention to the three primary areas concerned with intelligent robots, natural language interfaces, and expert systems. Aspects of information retrieval are also considered along with the decision support system, and expert systems for project planning and scheduling.

  2. DBMS as a Tool for Project Management

    Science.gov (United States)

    Linder, H.

    1984-01-01

    Scientific objectives of crustal dynamics are listed as well as the contents of the centralized data information system for the crustal dynamics project. The system provides for project observation schedules, gives project configuration control information and project site information.

  3. 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

  4. From industry to academia: Benefits of integrating a professional project management standard into (geo)science research

    Science.gov (United States)

    Cristini, Luisa

    2017-04-01

    Scientific and technological research carried out within universities and public research institutions often involves large collaborations across several countries. Despite the considerable budget (typically millions of Euros), the high expectations (high impact scientific findings, new technological developments and links with policy makers, industry and civil society) and the length of the project over several years, these international projects often rely heavily on the personal skills of the management team (project coordinator, project manager, principal investigators) without a structured, transferable framework. While this approach has become an established practice, it's not ideal and can jeopardise the success of the entire effort with consequences ranging from schedule delays, loss of templates/systems, financial charges and ultimately project failure. In this presentation I will show the advantages of integrating a globally recognised standard for professional project management, such as the PMP® by the Project Management Institute, into academic research. I will cover the project management knowledge areas (integration management, scope management, time management, cost management, quality management, human resources management, risk management, procurement management, and stakeholder management) and the processes within these throughout the phases of the project lifetime (project initiation, planning, executing, monitoring and controlling, and closure). I will show how application of standardised, transferable procedures, developed within the business & administration sector, can benefit academia and more generally scientific research.

  5. An overview of waste management systems at the West Valley demonstration project

    International Nuclear Information System (INIS)

    McIntosh, T.W.; Bixby, W.W.; Krauss, J.E.; Leap, D.R.

    1988-01-01

    In 1980, the United States Congress passed into law the West Valley Demonstration Project Act authorizing the Department of Energy (DOE) to conduct a nuclear waste management project at a former commercial nuclear fuel reprocessing facility located in West Valley, New York. The Project's main objective is to solidify approximately two million litres of high-level radioactive liquid waste into a form suitable for transport to a federal repository for final disposal. The majority of the liquid waste was produced as a by-product of the PUREX extraction process and is stored in an underground steel tank. A waste characterization program has shown that the neutralized waste has settled into two distinct layers: a clear alkaline liquid (supernatant) layer and a dense precipitate (sludge) layer. The principle radioactive elements in the waste are cesium 137 (supernatant) and strontium 90 (sludge). This paper describes the overall project strategy, the waste management systems, the present project engineering and construction status and the project schedule leading to radioactive operation

  6. How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate

    Science.gov (United States)

    Cioletti, Louis

    2009-01-01

    Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.

  7. Load Balancing Integrated Least Slack Time-Based Appliance Scheduling for Smart Home Energy Management.

    Science.gov (United States)

    Silva, Bhagya Nathali; Khan, Murad; Han, Kijun

    2018-02-25

    The emergence of smart devices and smart appliances has highly favored the realization of the smart home concept. Modern smart home systems handle a wide range of user requirements. Energy management and energy conservation are in the spotlight when deploying sophisticated smart homes. However, the performance of energy management systems is highly influenced by user behaviors and adopted energy management approaches. Appliance scheduling is widely accepted as an effective mechanism to manage domestic energy consumption. Hence, we propose a smart home energy management system that reduces unnecessary energy consumption by integrating an automated switching off system with load balancing and appliance scheduling algorithm. The load balancing scheme acts according to defined constraints such that the cumulative energy consumption of the household is managed below the defined maximum threshold. The scheduling of appliances adheres to the least slack time (LST) algorithm while considering user comfort during scheduling. The performance of the proposed scheme has been evaluated against an existing energy management scheme through computer simulation. The simulation results have revealed a significant improvement gained through the proposed LST-based energy management scheme in terms of cost of energy, along with reduced domestic energy consumption facilitated by an automated switching off mechanism.

  8. Load Balancing Integrated Least Slack Time-Based Appliance Scheduling for Smart Home Energy Management

    Science.gov (United States)

    Silva, Bhagya Nathali; Khan, Murad; Han, Kijun

    2018-01-01

    The emergence of smart devices and smart appliances has highly favored the realization of the smart home concept. Modern smart home systems handle a wide range of user requirements. Energy management and energy conservation are in the spotlight when deploying sophisticated smart homes. However, the performance of energy management systems is highly influenced by user behaviors and adopted energy management approaches. Appliance scheduling is widely accepted as an effective mechanism to manage domestic energy consumption. Hence, we propose a smart home energy management system that reduces unnecessary energy consumption by integrating an automated switching off system with load balancing and appliance scheduling algorithm. The load balancing scheme acts according to defined constraints such that the cumulative energy consumption of the household is managed below the defined maximum threshold. The scheduling of appliances adheres to the least slack time (LST) algorithm while considering user comfort during scheduling. The performance of the proposed scheme has been evaluated against an existing energy management scheme through computer simulation. The simulation results have revealed a significant improvement gained through the proposed LST-based energy management scheme in terms of cost of energy, along with reduced domestic energy consumption facilitated by an automated switching off mechanism. PMID:29495346

  9. Load Balancing Integrated Least Slack Time-Based Appliance Scheduling for Smart Home Energy Management

    Directory of Open Access Journals (Sweden)

    Bhagya Nathali Silva

    2018-02-01

    Full Text Available The emergence of smart devices and smart appliances has highly favored the realization of the smart home concept. Modern smart home systems handle a wide range of user requirements. Energy management and energy conservation are in the spotlight when deploying sophisticated smart homes. However, the performance of energy management systems is highly influenced by user behaviors and adopted energy management approaches. Appliance scheduling is widely accepted as an effective mechanism to manage domestic energy consumption. Hence, we propose a smart home energy management system that reduces unnecessary energy consumption by integrating an automated switching off system with load balancing and appliance scheduling algorithm. The load balancing scheme acts according to defined constraints such that the cumulative energy consumption of the household is managed below the defined maximum threshold. The scheduling of appliances adheres to the least slack time (LST algorithm while considering user comfort during scheduling. The performance of the proposed scheme has been evaluated against an existing energy management scheme through computer simulation. The simulation results have revealed a significant improvement gained through the proposed LST-based energy management scheme in terms of cost of energy, along with reduced domestic energy consumption facilitated by an automated switching off mechanism.

  10. Bat Surveys of Retired Facilitiies Scheduled for Demolition by Washington Closure Hanford

    Energy Technology Data Exchange (ETDEWEB)

    Gano, K. A.; Lucas, J. G.; Lindsey, C. T.

    2011-06-30

    This project was conducted to evaluate buildings and facilities remaining in the Washington Closure Hanford (WCH) deactivation, decontamination, decommissioning, and demolition schedule for bat roost sites. The project began in spring of 2009 and was concluded in spring of 2011. A total of 196 buildings and facilities were evaluated for the presence of bat roosting sites. The schedule for the project was prioritized to accommodate the demolition schedule. As the surveys were completed, the results were provided to the project managers to facilitate planning and project completion. The surveys took place in the 300 Area, 400 Area, 100-H, 100-D, 100-N, and 100-B/C Area. This report is the culmination of all the bat surveys and summarizes the findings by area and includes recommended mitigation actions where bat roosts were found.

  11. Project Plan For Remove Special Nuclear Material (SNM) from Plutonium Finishing Plant (PFP) Project

    International Nuclear Information System (INIS)

    BARTLETT, W.D.

    1999-01-01

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Remove SNM Materials. 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. This project plan is the top-level definitive project management document for the PFP Remove SNM Materials project. It specifies the technical, schedule, requirements and the cost baseline to manage the execution of the Remove SNM Materials project. Any deviation to the document must be authorized through the appropriate change control process. The Remove SNM Materials project provides the necessary support and controls required for DOE-HQ, DOE-RL, BWHC, and other DOE Complex Contractors the path forward to negotiate shipped/receiver agreements, schedule shipments, and transfer material out of PFP to enable final deactivation

  12. Tools and techniques for schedule's controlling: tracking system and control of Urucu-Manaus gas-pipeline construction, stretch B1

    Energy Technology Data Exchange (ETDEWEB)

    Zuany, Valdenise Marques; Dias, Jose Luiz Gomes [CONCREMAT Engenharia e Tecnologia S/A, Rio de Janeiro, RJ (Brazil)

    2009-07-01

    The goal is to show the monitoring systems and deadline control, using the PMBOK{sup R} project management tools, in the Construction and Assembly of the Coari-Manaus Gas-pipeline, stretch B1, which includes the cities of Coari, Codajas, Anori and Anama, in the state of Amazon, in the Northern Undertaking Implementation (IENOR), an Engineering division of the PETROBRAS System. This report presents the practical effects of the usage of three schedule control tools of the project: Performance Measurement, using the technique of the Earned Value Management (EVM), which integrates cost, schedule and physical progress of the enterprise to determine the variations of schedule and performance; Project Management Software, MSProject, which allows schedule's elaboration and makes the tracking of the planned dates possible (baseline) in relation to real dates and forecasts the trend level, the effects of changes in the project's schedule, demonstrating its utility as a schedule control tool; and Schedule Variance Analysis, which adopts practical data to reach the pessimistic, most likely and optimistic expectations. The implantation of these tools was based in the Work Breakdown Structure of the enterprise. The application of these three tools in the tracking and control of the enterprise demonstrates that, the use of information and techniques deriving from the planning and control can be an important support for project management and decision taking, comparing the results gotten in the implantation of the plan with its actual realization, defining, thus, the necessary corrective actions, generating learned lessons to use in future projects. (author)

  13. Coordinated scheduling for dynamic real-time systems

    Science.gov (United States)

    Natarajan, Swaminathan; Zhao, Wei

    1994-01-01

    In this project, we addressed issues in coordinated scheduling for dynamic real-time systems. In particular, we concentrated on design and implementation of a new distributed real-time system called R-Shell. The design objective of R-Shell is to provide computing support for space programs that have large, complex, fault-tolerant distributed real-time applications. In R-shell, the approach is based on the concept of scheduling agents, which reside in the application run-time environment, and are customized to provide just those resource management functions which are needed by the specific application. With this approach, we avoid the need for a sophisticated OS which provides a variety of generalized functionality, while still not burdening application programmers with heavy responsibility for resource management. In this report, we discuss the R-Shell approach, summarize the achievement of the project, and describe a preliminary prototype of R-Shell system.

  14. Baseline development, economic risk, and schedule risk: An integrated approach

    International Nuclear Information System (INIS)

    Tonkinson, J.A.

    1994-01-01

    The economic and schedule risks of Environmental Restoration (ER) projects are commonly analyzed toward the end of the baseline development process. Risk analysis is usually performed as the final element of the scheduling or estimating processes for the purpose of establishing cost and schedule contingency. However, there is an opportunity for earlier assessment of risks, during development of the technical scope and Work Breakdown Structure (WBS). Integrating the processes of risk management and baselining provides for early incorporation of feedback regarding schedule and cost risk into the proposed scope of work. Much of the information necessary to perform risk analysis becomes available during development of the technical baseline, as the scope of work and WBS are being defined. The analysis of risk can actually be initiated early on during development of the technical baseline and continue throughout development of the complete project baseline. Indeed, best business practices suggest that information crucial to the success of a project be analyzed and incorporated into project planning as soon as it is available and usable

  15. New challenges for Life Sciences flight project management

    Science.gov (United States)

    Huntoon, C. L.

    1999-01-01

    Scientists have conducted studies involving human spaceflight crews for over three decades. These studies have progressed from simple observations before and after each flight to sophisticated experiments during flights of several weeks up to several months. The findings from these experiments are available in the scientific literature. Management of these flight experiments has grown into a system fashioned from the Apollo Program style, focusing on budgeting, scheduling and allocation of human and material resources. While these areas remain important to the future, the International Space Station (ISS) requires that the Life Sciences spaceflight experiments expand the existing project management methodology. The use of telescience with state-the-art information technology and the multi-national crews and investigators challenges the former management processes. Actually conducting experiments on board the ISS will be an enormous undertaking and International Agreements and Working Groups will be essential in giving guidance to the flight project management Teams forged in this matrix environment must be competent to make decisions and qualified to work with the array of engineers, scientists, and the spaceflight crews. In order to undertake this complex task, data systems not previously used for these purposes must be adapted so that the investigators and the project management personnel can all share in important information as soon as it is available. The utilization of telescience and distributed experiment operations will allow the investigator to remain involved in their experiment as well as to understand the numerous issues faced by other elements of the program The complexity in formation and management of project teams will be a new kind of challenge for international science programs. Meeting that challenge is essential to assure success of the International Space Station as a laboratory in space.

  16. Solving a mixed-integer linear programming model for a multi-skilled project scheduling problem by simulated annealing

    Directory of Open Access Journals (Sweden)

    H Kazemipoor

    2012-04-01

    Full Text Available A multi-skilled project scheduling problem (MSPSP has been generally presented to schedule a project with staff members as resources. Each activity in project network requires different skills and also staff members have different skills, too. This causes the MSPSP becomes a special type of a multi-mode resource-constrained project scheduling problem (MM-RCPSP with a huge number of modes. Given the importance of this issue, in this paper, a mixed integer linear programming for the MSPSP is presented. Due to the complexity of the problem, a meta-heuristic algorithm is proposed in order to find near optimal solutions. To validate performance of the algorithm, results are compared against exact solutions solved by the LINGO solver. The results are promising and show that optimal or near-optimal solutions are derived for small instances and good solutions for larger instances in reasonable time.

  17. The DOE/AL cost and schedule control system (CS2) - A user's perspective in its use as both a reporting system and as a valuable project management tool

    International Nuclear Information System (INIS)

    Fate, Richard E.; Cox, Warren B.

    1992-01-01

    Sandia National Laboratories (SNL) Environmental Restoration (ER) Program has recently implemented a highly structured CS 2 required by DOE. It is a complex system which has evolved over a period of a year and a half. During the implementation of this system) problem areas were discovered in cost estimating, allocation of management costs, and integration of the CS 2 system with the Sandia Financial Information System. In addition to problem areas, benefits of the system were found in the areas of schedule adjustment, projecting personnel requirements, budgeting, and responding to audits. Finally, a number of lessons were learned regarding how to successfully implement the system. (author)

  18. Brokdorf nuclear power station: Construction scheduling and deadline control

    International Nuclear Information System (INIS)

    Lembcke, U.D.F.

    1986-01-01

    Scheduling, especially deadline control, for all installations of the Brokdorf nuclear power station was carried out centrally by the Project Management of Kraftwerk Union AG. 130 timetables encompassing some 13,000 activities were handled, which were interconnected and linked to 189 timetables (approx. 18,000 activities) from various specialized sections by means of data processing systems. Much space in time scheduling was taken by controls of software processing, especially of the preliminary inspection documents in the piping sector and of working documents for construction management in the control systems area. (orig.) [de

  19. Scheduling for energy and reliability management on multiprocessor real-time systems

    Science.gov (United States)

    Qi, Xuan

    Scheduling algorithms for multiprocessor real-time systems have been studied for years with many well-recognized algorithms proposed. However, it is still an evolving research area and many problems remain open due to their intrinsic complexities. With the emergence of multicore processors, it is necessary to re-investigate the scheduling problems and design/develop efficient algorithms for better system utilization, low scheduling overhead, high energy efficiency, and better system reliability. Focusing cluster schedulings with optimal global schedulers, we study the utilization bound and scheduling overhead for a class of cluster-optimal schedulers. Then, taking energy/power consumption into consideration, we developed energy-efficient scheduling algorithms for real-time systems, especially for the proliferating embedded systems with limited energy budget. As the commonly deployed energy-saving technique (e.g. dynamic voltage frequency scaling (DVFS)) will significantly affect system reliability, we study schedulers that have intelligent mechanisms to recuperate system reliability to satisfy the quality assurance requirements. Extensive simulation is conducted to evaluate the performance of the proposed algorithms on reduction of scheduling overhead, energy saving, and reliability improvement. The simulation results show that the proposed reliability-aware power management schemes could preserve the system reliability while still achieving substantial energy saving.

  20. Specifics of multi-project management: interaction and resources constraints

    Directory of Open Access Journals (Sweden)

    Tsvetkova Nadezhda

    2017-01-01

    Full Text Available Multi-project management is fundamentally different from the control of a particular project or a set of slightly interconnected projects in terms of complexity and specifics. In multiproject management of the company production it is important to analyze the innovation interaction and its impact on the commercialization stage. A multiparameter factor of innovations interaction was introduced. The optimization problem which considers this factor was mathematically defined. The solution of this problem produces a schedule of innovations launches. This problem definition allows updating the objective function that corresponds to the aims of a manufacturing company. For example, it can help maximize the number of interdependent innovations with restrictions to current tangible and intangible resources or minimize the number of used tangible resources at a fixed number of innovations implemented. In order to verify the optimization problem an evolutionary approach based on genetic algorithm and local search is used. The verification was performed by the Solver a Microsoft Excel add-in. The readiness for practical use of the proposed solution was proved by the experiment.

  1. The NIOSH Radiation Dose Reconstruction Project: managing technical challenges.

    Science.gov (United States)

    Moeller, Matthew P; Townsend, Ronald D; Dooley, David A

    2008-07-01

    Approximately two years after promulgation of the Energy Employees Occupational Illness Compensation Program Act, the National Institute for Occupational Safety and Health Office of Compensation and Analysis Support selected a contractor team to perform many aspects of the radiation dose reconstruction process. The project scope and schedule necessitated the development of an organization involving a comparatively large number of health physicists. From the initial stages, there were many technical and managerial challenges that required continuous planning, integration, and conflict resolution. This paper identifies those challenges and describes the resolutions and lessons learned. These insights are hopefully useful to managers of similar scientific projects, especially those requiring significant data, technical methods, and calculations. The most complex challenge has been to complete defensible, individualized dose reconstructions that support timely compensation decisions at an acceptable production level. Adherence to applying claimant-favorable and transparent science consistent with the requirements of the Act has been the key to establishing credibility, which is essential to this large and complex project involving tens of thousands of individual stakeholders. The initial challenges included garnering sufficient and capable scientific staff, developing an effective infrastructure, establishing necessary methods and procedures, and integrating activities to ensure consistent, quality products. The continuing challenges include maintaining the project focus on recommending a compensation determination (rather than generating an accurate dose reconstruction), managing the associated very large data and information management challenges, and ensuring quality control and assurance in the presence of an evolving infrastructure. The lessons learned concern project credibility, claimant favorability, project priorities, quality and consistency, and critical

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

    Science.gov (United States)

    Sorge, Les L.

    2009-01-01

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

  3. 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.

  4. Integrated Project Management: A Case Study in Integrating Cost, Schedule, Technical, and Risk Areas

    Science.gov (United States)

    Smith, Greg

    2004-01-01

    This viewgraph presentation describes a case study as a model for integrated project management. The ISS Program Office (ISSPO) developed replacement fluid filtration cartridges in house for the International Space Station (ISS). The presentation includes a step-by-step procedure and organizational charts for how the fluid filtration problem was approached.

  5. PROJECT SCOPE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2018-01-01

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

  6. Optimization of workflow scheduling in Utility Management System with hierarchical neural network

    Directory of Open Access Journals (Sweden)

    Srdjan Vukmirovic

    2011-08-01

    Full Text Available Grid computing could be the future computing paradigm for enterprise applications, one of its benefits being that it can be used for executing large scale applications. Utility Management Systems execute very large numbers of workflows with very high resource requirements. This paper proposes architecture for a new scheduling mechanism that dynamically executes a scheduling algorithm using feedback about the current status Grid nodes. Two Artificial Neural Networks were created in order to solve the scheduling problem. A case study is created for the Meter Data Management system with measurements from the Smart Metering system for the city of Novi Sad, Serbia. Performance tests show that significant improvement of overall execution time can be achieved by Hierarchical Artificial Neural Networks.

  7. FY95 software project management plan: TMACS, CASS computer systems

    International Nuclear Information System (INIS)

    Spurling, D.G.

    1994-01-01

    The FY95 Work Plan for TMACS and CASS Software Projects describes the activities planned for the current fiscal year. This plan replaces WHC-SD-WM-SDP-008. The TMACS project schedule is included in the TWRS Integrated Schedule

  8. Integrated project scheduling and staff assignment with controllable processing times.

    Science.gov (United States)

    Fernandez-Viagas, Victor; Framinan, Jose M

    2014-01-01

    This paper addresses a decision problem related to simultaneously scheduling the tasks in a project and assigning the staff to these tasks, taking into account that a task can be performed only by employees with certain skills, and that the length of each task depends on the number of employees assigned. This type of problems usually appears in service companies, where both tasks scheduling and staff assignment are closely related. An integer programming model for the problem is proposed, together with some extensions to cope with different situations. Additionally, the advantages of the controllable processing times approach are compared with the fixed processing times. Due to the complexity of the integrated model, a simple GRASP algorithm is implemented in order to obtain good, approximate solutions in short computation times.

  9. Integrated Project Scheduling and Staff Assignment with Controllable Processing Times

    Directory of Open Access Journals (Sweden)

    Victor Fernandez-Viagas

    2014-01-01

    Full Text Available This paper addresses a decision problem related to simultaneously scheduling the tasks in a project and assigning the staff to these tasks, taking into account that a task can be performed only by employees with certain skills, and that the length of each task depends on the number of employees assigned. This type of problems usually appears in service companies, where both tasks scheduling and staff assignment are closely related. An integer programming model for the problem is proposed, together with some extensions to cope with different situations. Additionally, the advantages of the controllable processing times approach are compared with the fixed processing times. Due to the complexity of the integrated model, a simple GRASP algorithm is implemented in order to obtain good, approximate solutions in short computation times.

  10. 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

  11. Individual differences in strategic flight management and scheduling

    Science.gov (United States)

    Wickens, Christopher D.; Raby, Mireille

    1991-01-01

    A group of 30 instrument-rated pilots was made to fly simulator approaches to three airports under conditions of low, medium, and high workload conditions. An analysis is presently conducted of the difference in discrete task scheduling between the group of 10 highest and 10 lowest performing pilots in the sample; this categorization was based on the mean of various flight-profile measures. The two groups were found to differ from each other only in terms of the time when specific events were conducted, and of the optimality of scheduling for certain high-priority tasks. These results are assessed in view of the relative independence of task-management skills from aircraft-control skills.

  12. 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...

  13. 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...

  14. Program management plan for the Molten Salt Reactor Experiment Remediation Project at Oak Ridge National Laboratory, Oak Ridge, Tennessee

    International Nuclear Information System (INIS)

    1996-09-01

    The primary mission of the Molten Salt Reactor Experiment (MSRE) Remediation Project is to effectively implement the risk-reduction strategies and technical plans to stabilize and prevent further migration of uranium within the MSRE facility, remove the uranium and fuel salts from the system, and dispose of the fuel and flush salts by storage in appropriate depositories to bring the facility to a surveillance and maintenance condition before decontamination and decommissioning. This Project Management Plan (PMP) for the MSRE Remediation Project details project purpose; technical objectives, milestones, and cost objectives; work plan; work breakdown structure (WBS); schedule; management organization and responsibilities; project management performance measurement planning, and control; conduct of operations; configuration management; environmental, safety, and health compliance; quality assurance; operational readiness reviews; and training

  15. Program management plan for the Molten Salt Reactor Experiment Remediation Project at Oak Ridge National Laboratory, Oak Ridge, Tennessee

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-09-01

    The primary mission of the Molten Salt Reactor Experiment (MSRE) Remediation Project is to effectively implement the risk-reduction strategies and technical plans to stabilize and prevent further migration of uranium within the MSRE facility, remove the uranium and fuel salts from the system, and dispose of the fuel and flush salts by storage in appropriate depositories to bring the facility to a surveillance and maintenance condition before decontamination and decommissioning. This Project Management Plan (PMP) for the MSRE Remediation Project details project purpose; technical objectives, milestones, and cost objectives; work plan; work breakdown structure (WBS); schedule; management organization and responsibilities; project management performance measurement planning, and control; conduct of operations; configuration management; environmental, safety, and health compliance; quality assurance; operational readiness reviews; and training.

  16. Optimal hydro scheduling and offering strategies considering price uncertainty and risk management

    International Nuclear Information System (INIS)

    Catalão, J.P.S.; Pousinho, H.M.I.; Contreras, J.

    2012-01-01

    Hydro energy represents a priority in the energy policy of Portugal, with the aim of decreasing the dependence on fossil fuels. In this context, optimal hydro scheduling acquires added significance in moving towards a sustainable environment. A mixed-integer nonlinear programming approach is considered to enable optimal hydro scheduling for the short-term time horizon, including the effect of head on power production, start-up costs related to the units, multiple regions of operation, and constraints on discharge variation. As new contributions to the field, market uncertainty is introduced in the model via price scenarios and risk management is included using Conditional Value-at-Risk to limit profit volatility. Moreover, plant scheduling and pool offering by the hydro power producer are simultaneously considered to solve a realistic cascaded hydro system. -- Highlights: ► A mixed-integer nonlinear programming approach is considered for optimal hydro scheduling. ► Market uncertainty is introduced in the model via price scenarios. ► Risk management is included using conditional value-at-risk. ► Plant scheduling and pool offering by the hydro power producer are simultaneously considered. ► A realistic cascaded hydro system is solved.

  17. Change management methodologies trained for automotive infotainment projects

    Science.gov (United States)

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

    2017-01-01

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

  18. 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

  19. Analysis of critical paths for schedule control of nuclear power projects

    International Nuclear Information System (INIS)

    Shi Liangmin; Ma Limin; Fan Kai

    2005-01-01

    Study on the critical paths for the schedule control of nuclear power projects has been performed for reactor M310, based on the experiences from Daya Bay project and Ling Ao project. The study shows that the critical paths for the nuclear power project are from NI civil work, NI erection, commissioning of single systems directly serving the CFT to the joint-test. For NI civil work, the critical path is the main civil work of the reactor building, pre-stressing, handover of rooms for important areas, and key CW-erection interfaces; there are four critical paths for NI erection; For startup, two stages can be identified: commissioning of 16 single systems directly serving the CFT and joint-test. (authors)

  20. 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...

  1. Integrated Cost and Schedule Control Systems for Nuclear Power Plant Construction: Leveraging Strategic Advantages to Owners and EPC Firms

    Directory of Open Access Journals (Sweden)

    Youngsoo Jung

    2015-01-01

    Full Text Available As the owners expect that the cost and time for nuclear power plant construction would decrease with new entrants into the market, there will be severer competition in the nuclear industry. In order to achieve performance improvement and to attain competitive advantages under the globalized competition, practitioners and researchers in the nuclear industry have recently exerted efforts to develop an advanced and efficient management methodology for the nuclear mega-projects. Among several candidates, integrated cost and schedule control system is of great concern because it can effectively manage the three most important project performances including cost, time, and quality. In this context, the purpose of this paper is to develop a project numbering system (PNS of integrated cost and schedule control system for nuclear power plant construction. Distinct attributes of nuclear power plant construction were investigated first in order to identify influencing variables that characterize real-world implementation of advanced cost and schedule controls. A scenario was then developed and analysed to simulate a case-project. By using this case-project, proposed management requirements, management methods, measurement techniques, data structure, and data collection methods for integrated cost and schedule PNS were illustrated. Finally, findings and implications are outlined, and recommendations for further research are presented.

  2. Project management for complex ground-based instruments: MEGARA plan

    Science.gov (United States)

    García-Vargas, María. Luisa; Pérez-Calpena, Ana; Gil de Paz, Armando; Gallego, Jesús; Carrasco, Esperanza; Cedazo, Raquel; Iglesias, Jorge

    2014-08-01

    The project management of complex instruments for ground-based large telescopes is a challenge itself. A good management is a clue for project success in terms of performance, schedule and budget. Being on time has become a strict requirement for two reasons: to assure the arrival at the telescope due to the pressure on demanding new instrumentation for this first world-class telescopes and to not fall in over-costs. The budget and cash-flow is not always the expected one and has to be properly handled from different administrative departments at the funding centers worldwide distributed. The complexity of the organizations, the technological and scientific return to the Consortium partners and the participation in the project of all kind of professional centers working in astronomical instrumentation: universities, research centers, small and large private companies, workshops and providers, etc. make the project management strategy, and the tools and procedures tuned to the project needs, crucial for success. MEGARA (Multi-Espectrógrafo en GTC de Alta Resolución para Astronomía) is a facility instrument of the 10.4m GTC (La Palma, Spain) working at optical wavelengths that provides both Integral-Field Unit (IFU) and Multi-Object Spectrograph (MOS) capabilities at resolutions in the range R=6,000-20,000. The project is an initiative led by Universidad Complutense de Madrid (Spain) in collaboration with INAOE (Mexico), IAA-CSIC (Spain) and Universidad Politécnica de Madrid (Spain). MEGARA is being developed under contract with GRANTECAN.

  3. FFTF and Advanced Reactors Transition Program Resource Loaded Schedule

    Energy Technology Data Exchange (ETDEWEB)

    GANTT, D.A.

    2000-10-31

    This Resource Load Schedule (RLS) addresses two missions. The Advanced Reactors Transition (ART) mission, funded by DOE-EM, is to transition assigned, surplus facilities to a safe and compliant, low-cost, stable, deactivated condition (requiring minimal surveillance and maintenance) pending eventual reuse or D&D. Facilities to be transitioned include the 309 Building Plutonium Recycle Test Reactor (PRTR) and Nuclear Energy Legacy facilities. This mission is funded through the Environmental Management (EM) Project Baseline Summary (PBS) RL-TP11, ''Advanced Reactors Transition.'' The second mission, the Fast Flux Test Facility (FFTF) Project, is funded through budget requests submitted to the Office of Nuclear Energy, Science and Technology (DOE-NE). The FFTF Project mission is maintaining the FFTF, the Fuels and Materials Examination Facility (FMEF), and affiliated 400 Area buildings in a safe and compliant standby condition. This mission is to preserve the condition of the plant hardware, software, and personnel in a manner not to preclude a plant restart. This revision of the Resource Loaded Schedule (RLS) is based upon the technical scope in the latest revision of the following project and management plans: Fast Flux Test Facility Standby Plan (Reference 1); Hanford Site Sodium Management Plan (Reference 2); and 309 Building Transition Plan (Reference 4). The technical scope, cost, and schedule baseline is also in agreement with the concurrent revision to the ART Fiscal Year (FY) 2001 Multi-Year Work Plan (MYWP), which is available in an electronic version (only) on the Hanford Local Area Network, within the ''Hanford Data Integrator (HANDI)'' application.

  4. 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

  5. Integrated Waste Treatment Unit GFSI Risk Management Plan

    International Nuclear Information System (INIS)

    W. A. Owca

    2007-01-01

    This GFSI Risk Management Plan (RMP) describes the strategy for assessing and managing project risks for the Integrated Waste Treatment Unit (IWTU) that are specifically within the control and purview of the U.S. Department of Energy (DOE), and identifies the risks that formed the basis for the DOE contingency included in the performance baseline. DOE-held contingency is required to cover cost and schedule impacts of DOE activities. Prior to approval of the performance baseline (Critical Decision-2) project cost contingency was evaluated during a joint meeting of the Contractor Management Team and the Integrated Project Team for both contractor and DOE risks to schedule and cost. At that time, the contractor cost and schedule risk value was $41.3M and the DOE cost and schedule risk contingency value is $39.0M. The contractor cost and schedule risk value of $41.3M was retained in the performance baseline as the contractor's management reserve for risk contingency. The DOE cost and schedule risk value of $39.0M has been retained in the performance baseline as the DOE Contingency. The performance baseline for the project was approved in December 2006 (Garman 2006). The project will continue to manage to the performance baseline and change control thresholds identified in PLN-1963, ''Idaho Cleanup Project Sodium-Bearing Waste Treatment Project Execution Plan'' (PEP)

  6. The assurance management program for the Nova laser fusion project

    International Nuclear Information System (INIS)

    Levy, A.J.

    1983-01-01

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

  7. Automated Scheduling Via Artificial Intelligence

    Science.gov (United States)

    Biefeld, Eric W.; Cooper, Lynne P.

    1991-01-01

    Artificial-intelligence software that automates scheduling developed in Operations Mission Planner (OMP) research project. Software used in both generation of new schedules and modification of existing schedules in view of changes in tasks and/or available resources. Approach based on iterative refinement. Although project focused upon scheduling of operations of scientific instruments and other equipment aboard spacecraft, also applicable to such terrestrial problems as scheduling production in factory.

  8. 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

  9. 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.

  10. A Recovery Model for Production Scheduling: Combination of Disruption Management and Internet of Things

    Directory of Open Access Journals (Sweden)

    Yang Jiang

    2016-01-01

    Full Text Available It is difficult to generate the new schedule effectively for minimizing the negative impact when an unanticipated disruption occurs after a subset of tasks has been finished in production scheduling. In such cases, continuing with the original schedule may not be optimal or feasible. Based on disruption management and Internet of things (IoT, this study designs a real-time status analyzer to identify the disruption and propose a recovery model to deal with the disruption. The computational result proves that our algorithm is competitive with the existing heuristics. Furthermore, due to the tradeoff between all participators (mainly including customers, managers of production enterprise, and workers involved in production scheduling, our model is more effective than the total rescheduling and right-shift rescheduling.

  11. Routing and scheduling and fleet management for liner shipping

    DEFF Research Database (Denmark)

    Kjeldsen, Karina Hjortshøj

    2009-01-01

    The problem of routing, scheduling and fleet management in global liner shipping is presented. The developed model incorporates the ships' speed as a decision variable. Furthermore, the model must be able to handle problems of the size and complexity experienced by the global liner shipping...

  12. 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

  13. Managing Large Scale Project Analysis Teams through a Web Accessible Database

    Science.gov (United States)

    O'Neil, Daniel A.

    2008-01-01

    Large scale space programs analyze thousands of requirements while mitigating safety, performance, schedule, and cost risks. These efforts involve a variety of roles with interdependent use cases and goals. For example, study managers and facilitators identify ground-rules and assumptions for a collection of studies required for a program or project milestone. Task leaders derive product requirements from the ground rules and assumptions and describe activities to produce needed analytical products. Disciplined specialists produce the specified products and load results into a file management system. Organizational and project managers provide the personnel and funds to conduct the tasks. Each role has responsibilities to establish information linkages and provide status reports to management. Projects conduct design and analysis cycles to refine designs to meet the requirements and implement risk mitigation plans. At the program level, integrated design and analysis cycles studies are conducted to eliminate every 'to-be-determined' and develop plans to mitigate every risk. At the agency level, strategic studies analyze different approaches to exploration architectures and campaigns. This paper describes a web-accessible database developed by NASA to coordinate and manage tasks at three organizational levels. Other topics in this paper cover integration technologies and techniques for process modeling and enterprise architectures.

  14. Solving Multi-Resource Constrained Project Scheduling Problem using Ant Colony Optimization

    Directory of Open Access Journals (Sweden)

    Hsiang-Hsi Huang

    2015-01-01

    Full Text Available This paper applied Ant Colony Optimization (ACO to develop a resource constraints scheduling model to achieve the resource allocation optimization and the shortest completion time of a project under resource constraints and the activities precedence requirement for projects. Resource leveling is also discussed and has to be achieved under the resource allocation optimization in this research. Testing cases and examples adopted from the international test bank were studied for verifying the effectiveness of the proposed model. The results showed that the solutions of different cases all have a better performance within a reasonable time. These can be obtained through ACO algorithm under the same constrained conditions. A program was written for the proposed model that is able to automatically produce the project resource requirement figure after the project duration is solved.

  15. 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…

  16. Radiation exposure modeling and project schedule visualization

    International Nuclear Information System (INIS)

    Jaquish, W.R.; Enderlin, V.R.

    1995-10-01

    This paper discusses two applications using IGRIP (Interactive Graphical Robot Instruction Program) to assist environmental remediation efforts at the Department of Energy (DOE) Hanford Site. In the first application, IGRIP is used to calculate the estimated radiation exposure to workers conducting tasks in radiation environments. In the second, IGRIP is used as a configuration management tool to detect interferences between equipment and personnel work areas for multiple projects occurring simultaneously in one area. Both of these applications have the capability to reduce environmental remediation costs by reducing personnel radiation exposure and by providing a method to effectively manage multiple projects in a single facility

  17. Integrating risk management into the baselining process

    International Nuclear Information System (INIS)

    Jennett, N.; Tonkinson, A.

    1994-01-01

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

  18. Clinch River Breeder Reactor Plant Project: construction schedule

    International Nuclear Information System (INIS)

    Purcell, W.J.; Martin, E.M.; Shivley, J.M.

    1982-01-01

    The construction schedule for the Clinch River Breeder Reactor Plant and its evolution are described. The initial schedule basis, changes necessitated by the evaluation of the overall plant design, and constructability improvements that have been effected to assure adherence to the schedule are presented. The schedule structure and hierarchy are discussed, as are tools used to define, develop, and evaluate the schedule

  19. A model for scheduling projects under the condition of inflation and under penalty and reward arrangements

    Directory of Open Access Journals (Sweden)

    J.K. Jolayemi

    2014-01-01

    Full Text Available A zero-one mixed integer linear programming model is developed for the scheduling of projects under the condition of inflation and under penalty and reward arrangements. The effects of inflation on time-cost trade-off curves are illustrated and a modified approach to time-cost trade-off analysis presented. Numerical examples are given to illustrate the model and its properties. The examples show that misleading schedules and inaccurate project-cost estimates will be produced if the inflation factor is neglected in an environment of high inflation. They also show that award of penalty or bonus is a catalyst for early completion of a project, just as it can be expected.

  20. 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.

  1. 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.

  2. 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

  3. 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...

  4. Web Project Management

    OpenAIRE

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

    2013-01-01

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

  5. Project 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

  6. 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

  7. Evolution of project planning tools in a matrix organization

    Energy Technology Data Exchange (ETDEWEB)

    Furaus, J.P.; Figueroa-McInteer, C.; McKeever, P.S.; Wisler, D.B. [Sandia National Labs., Albuquerque, NM (United States); Zavadil, J.T. [Infomatrix (United States)

    1996-10-01

    Until recently, the Corporate Construction Program at Sandia was experiencing difficulties in managing projects: poor planning and cost estimating caused schedule and budget problems. The first step taken was a Microsoft {reg_sign} Project schedule that provides a standard template for scheduling individual construction projects. It is broken down according to the life cycle of the project and prevents the project team from leaving out an important item. A WBS (work breakdown structure) dictionary was also developed that describes how capital and operating funds are used to develop, design, construct, equip, and manage projects. We also developed a matrix chart that maps the planning guide against the major types of construction projects at Sandia. The guide, dictionary, and matrix chart offer enough flexibility that the project manager can make choices about how to structure work, yet ensure that all work rolls up to the cost categories and key DOE WBS elements. As requirements change, the tools can be updated; they also serve as training tools for new project team members.

  8. PROJECT MANAGEMENT AND RELATIONSHIP MARKETING: INTERSECTIONS FOR STAKEHOLDER MANAGEMENT IN PROJECTS

    Directory of Open Access Journals (Sweden)

    Ronielton Rezende Oliveira

    2017-06-01

    Full Text Available Projects development is essential for organizations. Among the factors originated in projects that influence performance is quality. This variable must be managed to meet the expectations of the stakeholders and this can only be achieved through effective monitoring and control. It can be seen that relationship marketing is relevant to the competitive reality of contemporary organizations. With the purpose of contributing to organizational studies, this theoretical essay proposes to approach project management in relationship marketing. In the context of integrated management, it is discussed how management action can be applied to engage and involve stakeholders in projects, in order to create value and achieve the expectations sustained by the execution of the projects. Based on the reflection, the quality of relationship management is pointed out as a construct of higher order, composed of at least two dimensions: trust and satisfaction.

  9. Quality Improvement, Inventory Management, Lead Time Reduction and Production Scheduling in High-Mix Manufacturing Environments

    Science.gov (United States)

    2017-01-13

    Quality Improvement , Inventory Management, Lead Time Reduction and Production Scheduling in High-mix Manufacturing Environments by Sean Daigle B.S...Mechanical Engineering Chairman, Department Committee on Graduate Theses 2 Quality Improvement , Inventory Management, Lead Time Reduction and... Production Scheduling in High-mix Manufacturing Environments by Sean Daigle Submitted to the Department of Mechanical Engineering on January 13, 2017, in

  10. 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.

  11. Simultaneous personnel and vehicle shift scheduling in the waste management sector.

    Science.gov (United States)

    Ghiani, Gianpaolo; Guerriero, Emanuela; Manni, Andrea; Manni, Emanuele; Potenza, Agostino

    2013-07-01

    Urban waste management is becoming an increasingly complex task, absorbing a huge amount of resources, and having a major environmental impact. The design of a waste management system consists in various activities, and one of these is related to the definition of shift schedules for both personnel and vehicles. This activity has a great incidence on the tactical and operational cost for companies. In this paper, we propose an integer programming model to find an optimal solution to the integrated problem. The aim is to determine optimal schedules at minimum cost. Moreover, we design a fast and effective heuristic to face large-size problems. Both approaches are tested on data from a real-world case in Southern Italy and compared to the current practice utilized by the company managing the service, showing that simultaneously solving these problems can lead to significant monetary savings. Copyright © 2013 Elsevier Ltd. All rights reserved.

  12. Using Coevolution Genetic Algorithm with Pareto Principles to Solve Project Scheduling Problem under Duration and Cost Constraints

    Directory of Open Access Journals (Sweden)

    Alexandr Victorovich Budylskiy

    2014-06-01

    Full Text Available This article considers the multicriteria optimization approach using the modified genetic algorithm to solve the project-scheduling problem under duration and cost constraints. The work contains the list of choices for solving this problem. The multicriteria optimization approach is justified here. The study describes the Pareto principles, which are used in the modified genetic algorithm. We identify the mathematical model of the project-scheduling problem. We introduced the modified genetic algorithm, the ranking strategies, the elitism approaches. The article includes the example.

  13. 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.

  14. 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...

  15. Scheduling techniques in the Request Oriented Scheduling Engine (ROSE)

    Science.gov (United States)

    Zoch, David R.

    1991-01-01

    Scheduling techniques in the ROSE are presented in the form of the viewgraphs. The following subject areas are covered: agenda; ROSE summary and history; NCC-ROSE task goals; accomplishments; ROSE timeline manager; scheduling concerns; current and ROSE approaches; initial scheduling; BFSSE overview and example; and summary.

  16. Project orie:nta.teci pla.:n:ni:ng, scheduling a.:nci controlling technique

    African Journals Online (AJOL)

    Review Technique. By October 1958 it ... (CPM) to schedule and control a very large project. and during the ... objectives are identified and the total job is broken down into ..... jobs in a single shop or shops in the plant, to scheduf- ing plants ...

  17. A Priority Rule-Based Heuristic for Resource Investment Project Scheduling Problem with Discounted Cash Flows and Tardiness Penalties

    Directory of Open Access Journals (Sweden)

    Amir Abbas Najafi

    2009-01-01

    Full Text Available Resource investment problem with discounted cash flows (RIPDCFs is a class of project scheduling problem. In RIPDCF, the availability levels of the resources are considered decision variables, and the goal is to find a schedule such that the net present value of the project cash flows optimizes. In this paper, we consider a new RIPDCF in which tardiness of project is permitted with defined penalty. We mathematically formulated the problem and developed a heuristic method to solve it. The results of the performance analysis of the proposed method show an effective solution approach to the problem.

  18. Scheduling of Irrigation and Leaching Requirements

    Directory of Open Access Journals (Sweden)

    Amer Hassan Al-haddad

    2015-03-01

    Full Text Available Iraq depends mainly on Tigris and Euphrates Rivers to provide high percentage of agricultural water use for thousands years. At last years, Iraq is suffering from shortage in water resources due to global climate changes and unfair water politics of the neighboring countries, which affected the future of agriculture plans for irrigation, added to that the lack of developed systems of water management in the irrigation projects and improper allocation of irrigation water, which reduces water use efficiency and lead to losing irrigation water and decreasing in agricultural yield. This study aims at studying the usability of irrigation and leaching scheduling within the irrigating projects and putting a complete annual or seasonal irrigation program as a solution for the scarcity of irrigation water, the increase of irrigation efficiency, lessening the salinity in the projects and preparing an integral irrigation calendar through field measurements of soil physical properties and chemical for project selected and compared to the results of the irrigation scheduling and leaching with what is proposed by the designers. The process is accomplished by using a computer program which was designed by Water Resources Department at the University of Baghdad, with some modification to generalize it and made it applicable to various climatic zone and different soil types. Study area represented by large project located at the Tigris River, and this project was (Al-Amara irrigation project. Sufficient samples of project's soil were collected so as to identify soil physical and chemical properties and the salinity of soil and water as well as identifying the agrarian cycles virtually applied to this project. Finally, a comparison was conducted between the calculated water quantities and the suggested ones by the designers. The research results showed that using this kind of scheduling (previously prepared irrigation and leaching scheduling with its properties

  19. 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…

  20. An Algorithm for the Weighted Earliness-Tardiness Unconstrained Project Scheduling Problem

    Science.gov (United States)

    Afshar Nadjafi, Behrouz; Shadrokh, Shahram

    This research considers a project scheduling problem with the object of minimizing weighted earliness-tardiness penalty costs, taking into account a deadline for the project and precedence relations among the activities. An exact recursive method has been proposed for solving the basic form of this problem. We present a new depth-first branch and bound algorithm for extended form of the problem, which time value of money is taken into account by discounting the cash flows. The algorithm is extended with two bounding rules in order to reduce the size of the branch and bound tree. Finally, some test problems are solved and computational results are reported.

  1. 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.

  2. 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...

  3. 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...

  4. Quarterly report on program cost and schedule

    International Nuclear Information System (INIS)

    1989-07-01

    This report is intended to provide a summary of the cost and schedule performance for the Civilian Radioactive Waste Management Program. Performance data are presented for each of the major program elements. Also included in this report is the status of the Nuclear Waste Fund revenues and disbursements. This report includes project performance data reported through March 1989

  5. 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...

  6. Project plan remove special nuclear material from PFP project plutonium finishing plant

    International Nuclear Information System (INIS)

    BARTLETT, W.D.

    1999-01-01

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Remove Special Nuclear Material (SNM) Materials. 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 project plan is the top-level definitive project management document for PFP Remove SNM Materials project. It specifies the technical, schedule, requirements and the cost baselines to manage the execution of the Remove SNM Materials project. Any deviations to the document must be authorized through the appropriate change control process

  7. Analysis of Issues for Project Scheduling by Multiple, Dispersed Schedulers (distributed Scheduling) and Requirements for Manual Protocols and Computer-based Support

    Science.gov (United States)

    Richards, Stephen F.

    1991-01-01

    Although computerized operations have significant gains realized in many areas, one area, scheduling, has enjoyed few benefits from automation. The traditional methods of industrial engineering and operations research have not proven robust enough to handle the complexities associated with the scheduling of realistic problems. To address this need, NASA has developed the computer-aided scheduling system (COMPASS), a sophisticated, interactive scheduling tool that is in wide-spread use within NASA and the contractor community. Therefore, COMPASS provides no explicit support for the large class of problems in which several people, perhaps at various locations, build separate schedules that share a common pool of resources. This research examines the issue of distributing scheduling, as applied to application domains characterized by the partial ordering of tasks, limited resources, and time restrictions. The focus of this research is on identifying issues related to distributed scheduling, locating applicable problem domains within NASA, and suggesting areas for ongoing research. The issues that this research identifies are goals, rescheduling requirements, database support, the need for communication and coordination among individual schedulers, the potential for expert system support for scheduling, and the possibility of integrating artificially intelligent schedulers into a network of human schedulers.

  8. Integrated management tool for controls software problems, requests and project tasking at SLAC

    International Nuclear Information System (INIS)

    Rogind, D.; Allen, W.; Colocho, W.; DeContreras, G.; Gordon, J.; Pandey, P.; Shoaee, H.

    2012-01-01

    The Accelerator Directorate (AD) Instrumentation and Controls (ICD) Software (SW) Department at SLAC, with its service center model, continuously receives engineering requests to design, build and support controls for accelerator systems lab-wide. Each customer request can vary in complexity from a small software engineering change to a major enhancement. SLAC's Accelerator Improvement Projects (AIPs), along with DOE Construction projects, also contribute heavily to the work load. The various customer requests and projects, paired with the ongoing operational maintenance and problem reports, place a demand on the department that consistently exceeds the capacity of available resources. A centralized repository - comprised of all requests, project tasks, and problems - available to physicists, operators, managers, and engineers alike, is essential to capture, communicate, prioritize, assign, schedule, track, and finally, commission all work components. The Software Department has recently integrated request / project tasking into SLAC's custom online problem tracking 'Comprehensive Accelerator Tool for Enhancing Reliability' (CATER) tool. This paper discusses the newly implemented software request management tool - the workload it helps to track, its structure, features, reports, work-flow and its many usages. (authors)

  9. 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.

  10. 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…

  11. A simple rule based model for scheduling farm management operations in SWAT

    Science.gov (United States)

    Schürz, Christoph; Mehdi, Bano; Schulz, Karsten

    2016-04-01

    For many interdisciplinary questions at the watershed scale, the Soil and Water Assessment Tool (SWAT; Arnold et al., 1998) has become an accepted and widely used tool. Despite its flexibility, the model is highly demanding when it comes to input data. At SWAT's core the water balance and the modeled nutrient cycles are plant growth driven (implemented with the EPIC crop growth model). Therefore, land use and crop data with high spatial and thematic resolution, as well as detailed information on cultivation and farm management practices are required. For many applications of the model however, these data are unavailable. In order to meet these requirements, SWAT offers the option to trigger scheduled farm management operations by applying the Potential Heat Unit (PHU) concept. The PHU concept solely takes into account the accumulation of daily mean temperature for management scheduling. Hence, it contradicts several farming strategies that take place in reality; such as: i) Planting and harvesting dates are set much too early or too late, as the PHU concept is strongly sensitivity to inter-annual temperature fluctuations; ii) The timing of fertilizer application, in SWAT this often occurs simultaneously on the same date in in each field; iii) and can also coincide with precipitation events. Particularly, the latter two can lead to strong peaks in modeled nutrient loads. To cope with these shortcomings we propose a simple rule based model (RBM) to schedule management operations according to realistic farmer management practices in SWAT. The RBM involves simple strategies requiring only data that are input into the SWAT model initially, such as temperature and precipitation data. The user provides boundaries of time periods for operation schedules to take place for all crops in the model. These data are readily available from the literature or from crop variety trials. The RBM applies the dates by complying with the following rules: i) Operations scheduled in the

  12. REVIEW ON CONSTRUCTION PROJECT MANAGEMENT SOFTWARE PRIMAVERA P6

    OpenAIRE

    Piyush Pramod Bagade* & Prof. Abhijit Bhirud

    2018-01-01

    Planning, scheduling and Resource levelling plays an important role in any construction project maybe it is construction of building or construction of road. In absence of proper planning, scheduling and resource levelling construction industry does not get profit over the project. For this purpose, proper software’s and techniques must be utilize. This paper is focussing on the advantages of Oracle Primavera P6 Software. The latest version of Primavera is P6-17. In any construction work huge...

  13. Managing multiple projects: a literature review of setting priorities and a pilot survey of healthcare researchers in an academic setting.

    Science.gov (United States)

    Hopkins, Robert Borden; Campbell, Kaitryn; O'Reilly, Daria; Tarride, Jean-Eric; Bowen, Jim; Blackhouse, Gord; Goerre, Ron

    2007-05-16

    To summarize and then assess with a pilot study the use of published best practice recommendations for priority setting during management of multiple healthcare research projects, in a resource-constrained environment. Medical, economic, business, and operations literature was reviewed to summarize and develop a survey to assess best practices for managing multiple projects. Fifteen senior healthcare research project managers, directors, and faculty at an urban academic institution were surveyed to determine most commonly used priority rules, ranking of rules, characteristics of their projects, and availability of resources. Survey results were compared to literature recommendations to determine use of best practices. Seven priority-setting rules were identified for managing multiple projects. Recommendations on assigning priorities by project characteristics are presented. In the pilot study, a large majority of survey respondents follow best practice recommendations identified in the research literature. However, priority rules such as Most Total Successors (MTS) and Resource Scheduling Method (RSM) were used "very often" by half of the respondents when better performing priority rules were available. Through experience, project managers learn to manage multiple projects under resource constraints. Best practice literature can assist project managers in priority setting by recommending the most appropriate priority given resource constraints and project characteristics. There is room for improvement in managing multiple projects.

  14. Schedule goals for civilian radioactive waste management - Can we have confidence?

    International Nuclear Information System (INIS)

    Bartlett, John W.

    1992-01-01

    The schedule goals for the Civilian Radioactive Waste Management Program are to begin spent fuel receipt from reactors in 1998 and to begin waste disposal in 2010. Although there are various reasons for these goals, the most important is to set demanding goals and be responsible for achieving them. Meeting these goals requires taking into account an array of facilitators and potential inhibitors that affect schedule confidence. Facilitators include actions to prioritize the program, and make its operations efficient. These include actions to baseline activities, emphasize communications with constituencies, use help from others, and facilitate the licensing process. Inhibitors include problems in monitored storage facilities negotiations, obstruction by the State of Nevada, funding deficiencies, and technical uncertainties at Yucca Mountain. At the present time, the program can, in principle meet its schedule goals. In the near-term, the linchpin of schedule confidence is Congressional action to match the Administration's commitment to progress. (author)

  15. 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…

  16. 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…

  17. 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.

  18. 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

  19. IMPROVING PROJECT SCHEDULE ESTIMATES USING HISTORICAL DATA AND SIMULATION

    Directory of Open Access Journals (Sweden)

    P.H. Meyer

    2012-01-01

    Full Text Available

    ENGLISH ABSTRACT: Many projects are not completed on time or within the original budget. This is caused by uncertainty in project variables as well as the occurrence of risk events. A study was done to determine ways of measuring the risk in development projects executed by a mining company in South Africa. The main objective of the study was to determine whether historical project data would provide a more accurate means of estimating the total project duration. Original estimates and actual completion times for tasks of a number of projects were analysed and compared. The results of the study indicated that a more accurate total duration for a project could be obtained by making use of historical project data. The accuracy of estimates could be improved further by building a comprehensive project schedule database within a specific industry.

    AFRIKAANSE OPSOMMING: Verskeie projekte word nie binne die oorspronklike skedule of begroting voltooi nie. Dit word dikwels veroorsaak deur onsekerheid oor projekveranderlikes en die voorkoms van risiko’s. 'n Studie is gedoen om 'n metode te ontwikkel om risiko te meet vir ontwikkelingsprojekte van 'n mynmaatskappy in Suid Afrika. Die hoofdoel van die studie was om te bepaal of historiese projekdata gebruik kon word om 'n akkurater tydsduur vir 'n projek te beraam. Die geraamde tydsduur van take vir 'n aantal projekte is ontleed en vergelyk met die werklike tydsduur. Die resultate van die studie het getoon dat 'n akkurater totale tydsduur vir die projek verkry kon word deur gebruik te maak van historiese projekdata. Die akkuraatheid kan verder verbeter word deur 'n databasis van projekskedules vir 'n bepaalde industrie te ontwikkel en by datum te hou.

  20. Project management for engineers

    CERN Document Server

    Bennett, Michael J

    2014-01-01

    Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE. Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management. Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has...

  1. Project management techniques used in the European Vacuum Vessel sectors procurement for ITER

    Energy Technology Data Exchange (ETDEWEB)

    Losasso, Marcello, E-mail: marcello.losasso@f4e.europa.eu [Fusion for Energy (F4E), Barcelona (Spain); Ortiz de Zuniga, Maria; Jones, Lawrence; Bayon, Angel; Arbogast, Jean-Francois; Caixas, Joan; Fernandez, Jose; Galvan, Stefano; Jover, Teresa [Fusion for Energy (F4E), Barcelona (Spain); Ioki, Kimihiro [ITER Organisation, Route de Vinon sur Verdon, 13115 Saint Paul Lez Durance (France); Lewczanin, Michal; Mico, Gonzalo; Pacheco, Jose Miguel [Fusion for Energy (F4E), Barcelona (Spain); Preble, Joseph [ITER Organisation, Route de Vinon sur Verdon, 13115 Saint Paul Lez Durance (France); Stamos, Vassilis; Trentea, Alexandru [Fusion for Energy (F4E), Barcelona (Spain)

    2012-08-15

    Highlights: Black-Right-Pointing-Pointer File name contains the directory tree structure with a string of three-letter acronyms, thereby enabling parent directory location when confronted with orphan files. Black-Right-Pointing-Pointer The management of the procurement procedure was carried out in an efficient and timely manner, achieving precisely the contract placement date foreseen at the start of the process. Black-Right-Pointing-Pointer The contract start-up has been effectively implemented and a flexible project management system has been put in place for an efficient monitoring of the contract. - Abstract: The contract for the seven European Sectors of the ITER Vacuum Vessel (VV) was placed at the end of 2010 with a consortium of three Italian companies. The task of placing and the initial take-off of this large and complex contract, one of the largest placed by F4E, the European Domestic Agency for ITER, is described. A stringent quality controlled system with a bespoke Vacuum Vessel Project Lifecycle Management system to control the information flow, based on ENOVIA SmarTeam, was developed to handle the storage and approval of Documentation including links to the F4E Vacuum Vessel system and ITER International Organization System interfaces. The VV Sector design and manufacturing schedule is based on Primavera software, which is cost loaded thus allowing F4E to carry out performance measurement with respect to its payments and commitments. This schedule is then integrated into the overall Vacuum Vessel schedule, which includes ancillary activities such as instruments, preliminary design and analysis. The VV Sector Risk Management included three separate risk analyses from F4E and the bidders, utilizing two different methodologies. These efforts will lead to an efficient and effective implementation of this contract, vital to the success of the ITER machine, since the Vacuum Vessel is the biggest single work package of Europe's contribution to ITER and

  2. Project plan remove special nuclear material from PFP project plutonium finishing plant; TOPICAL

    International Nuclear Information System (INIS)

    BARTLETT, W.D.

    1999-01-01

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Remove Special Nuclear Material (SNM) Materials. 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 project plan is the top-level definitive project management document for PFP Remove SNM Materials project. It specifies the technical, schedule, requirements and the cost baselines to manage the execution of the Remove SNM Materials project. Any deviations to the document must be authorized through the appropriate change control process

  3. Developing integrated parametric planning models for budgeting and managing complex projects

    Science.gov (United States)

    Etnyre, Vance A.; Black, Ken U.

    1988-01-01

    The applicability of integrated parametric models for the budgeting and management of complex projects is investigated. Methods for building a very flexible, interactive prototype for a project planning system, and software resources available for this purpose, are discussed and evaluated. The prototype is required to be sensitive to changing objectives, changing target dates, changing costs relationships, and changing budget constraints. To achieve the integration of costs and project and task durations, parametric cost functions are defined by a process of trapezoidal segmentation, where the total cost for the project is the sum of the various project cost segments, and each project cost segment is the integral of a linearly segmented cost loading function over a specific interval. The cost can thus be expressed algebraically. The prototype was designed using Lotus-123 as the primary software tool. This prototype implements a methodology for interactive project scheduling that provides a model of a system that meets most of the goals for the first phase of the study and some of the goals for the second phase.

  4. 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

  5. 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.

  6. Resource Allocation in a Repetitive Project Scheduling Using Genetic Algorithm

    Science.gov (United States)

    Samuel, Biju; Mathew, Jeeno

    2018-03-01

    Resource Allocation is procedure of doling out or allocating the accessible assets in a monetary way and productive way. Resource allocation is the scheduling of the accessible assets and accessible exercises or activities required while thinking about both the asset accessibility and the total project completion time. Asset provisioning and allocation takes care of that issue by permitting the specialist co-ops to deal with the assets for every individual demand of asset. A probabilistic selection procedure has been developed in order to ensure various selections of chromosomes

  7. 76 FR 23860 - Financial Management Service Proposed Collection of Information: Schedule of Excess Risks

    Science.gov (United States)

    2011-04-28

    ... DEPARTMENT OF THE TREASURY Fiscal Service Financial Management Service Proposed Collection of Information: Schedule of Excess Risks AGENCY: Financial Management Service, Fiscal Service, Treasury. ACTION: Notice and request for comments. SUMMARY: The Financial Management Service, as part of its continuing...

  8. The potential application of military fleet scheduling tools to the Federal Waste Management System Transportation System

    International Nuclear Information System (INIS)

    Harrison, I.G.; Pope, R.B.; Kraemer, R.D.; Hilliard, M.R.

    1991-01-01

    This paper discusses the feasibility of adapting concepts and tools that were developed for the US military's transportation management systems to the management of the Federal Waste Management System's (FWMS) Transportation System. Many of the lessons in the development of the planning and scheduling software for the US military are applicable to the development of similar software for the FWMS Transportation System. The resulting system would be invaluable to the US Department of Energy's (DOE) Office of Civilian Radioactive Waste Management (OCRWM), both initially, for long-range planning, and later, in day-to-day scheduling and management activities

  9. 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 ...

  10. 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

  11. 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

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

    DEFF Research Database (Denmark)

    Leimbach, Timo; Goodall, Julie Bladt

    2017-01-01

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

  13. The applicability of knowledge-based scheduling to the utilities industry

    International Nuclear Information System (INIS)

    Yoshimoto, G.; Gargan, R. Jr.; Duggan, P.

    1992-01-01

    The Electric Power Research Institute (EPRI), Nuclear Power Division, has identified the three major goals of high technology applications for nuclear power plants. These goals are to enhance power production through increasing power generation efficiency, to increase productivity of the operations, and to reduce the threats to the safety of the plant. Our project responds to the second goal by demonstrating that significant productivity increases can be achieved for outage maintenance operations based on existing knowledge-based scheduling technology. Its use can also mitigate threats to potential safety problems by means of the integration of risk assessment features into the scheduler. The scheduling approach uses advanced techniques enabling the automation of the routine scheduling decision process that previously was handled by people. The process of removing conflicts in scheduling is automated. This is achieved by providing activity representations that allow schedulers to express a variety of different scheduling constraints and by implementing scheduling mechanisms that simulate kinds of processes that humans use to find better solutions from a large number of possible solutions. This approach allows schedulers to express detailed constraints between activities and other activities, resources (material and personnel), and requirements that certain states exist for their execution. Our scheduler has already demonstrated its benefit to improving the shuttle processing flow management at Kennedy Space Center. Knowledge-based scheduling techniques should be examined by utilities industry researchers, developers, operators and management for application to utilities planning problems because of its great cost benefit potential. 4 refs., 4 figs

  14. 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...

  15. 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...

  16. 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…

  17. A study for EVMS application to NPP construction project

    Energy Technology Data Exchange (ETDEWEB)

    Roh, M. S.; Kwak, J. K. [KEPCO, Daejeon (Korea, Republic of)

    2016-05-15

    The earned value project management method integrates three critical elements of project management scope management, cost management and time management. It requires the periodic monitoring of actual expenditures and physical scope accomplishments, and allows calculation of cost and schedule variances along with performance indices. It allows forecasting of project cost and schedule at completion and highlights the possible need for corrective action. It is also anticipated that there will be intense competition in the nuclear industry as the cost and time for nuclear power plant construction. In order to attain competitive advantages under the globalized market, utilizing advanced project control systems by integrating cost and time management is of great concern for practitioners as well as the researchers. In this context, the purpose of this paper is to identify major previously improving activities that characterize the real-world Earned Value Management System (EVMS) implementation for nuclear power plant construction. And several distinct attributes of nuclear power plant construction were also investigated.

  18. A study for EVMS application to NPP construction project

    International Nuclear Information System (INIS)

    Roh, M. S.; Kwak, J. K.

    2016-01-01

    The earned value project management method integrates three critical elements of project management scope management, cost management and time management. It requires the periodic monitoring of actual expenditures and physical scope accomplishments, and allows calculation of cost and schedule variances along with performance indices. It allows forecasting of project cost and schedule at completion and highlights the possible need for corrective action. It is also anticipated that there will be intense competition in the nuclear industry as the cost and time for nuclear power plant construction. In order to attain competitive advantages under the globalized market, utilizing advanced project control systems by integrating cost and time management is of great concern for practitioners as well as the researchers. In this context, the purpose of this paper is to identify major previously improving activities that characterize the real-world Earned Value Management System (EVMS) implementation for nuclear power plant construction. And several distinct attributes of nuclear power plant construction were also investigated

  19. 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...

  20. Using System Architecture, Review Entry Criteria, and Standard Work Package Data to Enable Rapid Development of Integrated Master Schedules

    Science.gov (United States)

    2016-03-01

    critical path, EVM, project management, systems engineering, CVN, obsolescence , integrated master schedule , portfolio schedule 15. NUMBER OF PAGES...after the decision to swap deployments between the CVN-69 and CVN-75. C. COTS OBSOLESCENCE While CVN deadlines impose schedule constraints...Elements The context diagram shows how a CVN IT program SEP and IMS interact with COTS obsolescence , the CPA availability schedule , and other internal

  1. Routine environmental monitoring schedule, calendar year 1997

    Energy Technology Data Exchange (ETDEWEB)

    Markes, B.M., Westinghouse Hanford

    1996-12-10

    This document provides the Environmental Restorations Contractor (ERC) and the Project Hanford Management Contractor.(PHMC) a schedule in accordance with the WHC-CM-7-5, Environmental Compliance` and BHI- EE-02, Environmental Requirements, of monitoring and sampling routines for the Near-Field Monitoring (NFM) program during calendar year (CY) 1997. Every attempt will be made to consistently follow this schedule; any deviation from this schedule will be documented by an internal memorandum (DSI) explaining the reason for the deviation. The DSI will be issued by the scheduled performing organization and directed to Near-Field Monitoring. The survey frequencies for particular sites are determined by the technical judgment of Near- Field Monitoring and may depend on the site history, radiological status, use, and general conditions. Additional surveys may be requested at irregular frequencies if conditions warrant. All radioactive wastes sites are scheduled to be surveyed at least annually. Any newly discovered wastes sites not documented by this schedule will be included in the revised schedule for CY 1998. The outside perimeter road surveys of 200 East and West Area and the rail survey from the 300 Area to Columbia Center will be performed in the year 2000 per agreement with Department of Energy. Richland Field Office. This schedule does not discuss staffing needs, nor does it list the monitoring equipment to be used in completing specific routines. Personnel performing routines to meet this schedule shall communicate any need for assistance in completing these routines to Radiological Control management and Near-Field Monitoring. After each routine survey is completed, a copy of the survey record, maps, and data sheets will be forwarded to Near-Field Monitoring. These routine surveys will not be considered complete until this documentation is received. At the end of each month, the ERC and PHMC radiological control organizations shall forward a copy of the Routine

  2. Project report - an overview of the project and experiences with project management

    DEFF Research Database (Denmark)

    Jørgensen, Michael Søgaard; Mikkelsen, Bent Egberg

    1996-01-01

    A collection of the project planning and the experiences with project management from the Catering 2000 project.As appendieces articles etc. from journals, newspapers etc. about the project.......A collection of the project planning and the experiences with project management from the Catering 2000 project.As appendieces articles etc. from journals, newspapers etc. about the project....

  3. Efficient and Effective Project Management

    Directory of Open Access Journals (Sweden)

    Dusan Pene

    2014-03-01

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

  4. 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...

  5. 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.

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

    Directory of Open Access Journals (Sweden)

    Fábio Cocchi da Silva Eiras

    2017-03-01

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

  7. Scheduling of House Development Projects with CPM and PERT Method for Time Efficiency (Case Study: House Type 36)

    Science.gov (United States)

    Kholil, Muhammad; Nurul Alfa, Bonitasari; Hariadi, Madjumsyah

    2018-04-01

    Network planning is one of the management techniques used to plan and control the implementation of a project, which shows the relationship between activities. The objective of this research is to arrange network planning on house construction project on CV. XYZ and to know the role of network planning in increasing the efficiency of time so that can be obtained the optimal project completion period. This research uses descriptive method, where the data collected by direct observation to the company, interview, and literature study. The result of this research is optimal time planning in project work. Based on the results of the research, it can be concluded that the use of the both methods in scheduling of house construction project gives very significant effect on the completion time of the project. The company’s CPM (Critical Path Method) method can complete the project with 131 days, PERT (Program Evaluation Review and Technique) Method takes 136 days. Based on PERT calculation obtained Z = -0.66 or 0,2546 (from normal distribution table), and also obtained the value of probability or probability is 74,54%. This means that the possibility of house construction project activities can be completed on time is high enough. While without using both methods the project completion time takes 173 days. So using the CPM method, the company can save time up to 42 days and has time efficiency by using network planning.

  8. 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....

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

    Institute of Scientific and Technical Information of China (English)

    LI Gui-jun; ZHANG Yue-song

    2006-01-01

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

  10. Environmental surveillance master sampling schedule

    International Nuclear Information System (INIS)

    Bisping, L.E.

    1991-01-01

    Environmental surveillance of the Hanford Site and surrounding areas is conducted by the Pacific Northwest Laboratory (PNL) for the US Department of Energy (DOE). This document contains the planned schedule for routine sample collection for the Surface Environmental Surveillance Project (SESP) and Ground-Water Monitoring Project. The routine sampling plan for the SESP has been revised this year to reflect changing site operations and priorities. Some sampling previously performed at least annually has been reduced in frequency, and some new sampling to be performed at a less than annual frequency has been added. Therefore, the SESP schedule reflects sampling to be conducted in calendar year 1991 as well as future years. The ground-water sampling schedule is for 1991. This schedule is subject to modification during the year in response to changes in Site operation, program requirements, and the nature of the observed results. Operational limitations such as weather, mechanical failures, sample availability, etc., may also require schedule modifications. Changes will be documented in the respective project files, but this plan will not be reissued. The purpose of these monitoring projects is to evaluate levels of radioactive and nonradioactive pollutants in the Hanford evirons

  11. Environmental surveillance master sampling schedule

    Energy Technology Data Exchange (ETDEWEB)

    Bisping, L.E.

    1991-01-01

    Environmental surveillance of the Hanford Site and surrounding areas is conducted by the Pacific Northwest Laboratory (PNL) for the US Department of Energy (DOE). This document contains the planned schedule for routine sample collection for the Surface Environmental Surveillance Project (SESP) and Ground-Water Monitoring Project. The routine sampling plan for the SESP has been revised this year to reflect changing site operations and priorities. Some sampling previously performed at least annually has been reduced in frequency, and some new sampling to be performed at a less than annual frequency has been added. Therefore, the SESP schedule reflects sampling to be conducted in calendar year 1991 as well as future years. The ground-water sampling schedule is for 1991. This schedule is subject to modification during the year in response to changes in Site operation, program requirements, and the nature of the observed results. Operational limitations such as weather, mechanical failures, sample availability, etc., may also require schedule modifications. Changes will be documented in the respective project files, but this plan will not be reissued. The purpose of these monitoring projects is to evaluate levels of radioactive and nonradioactive pollutants in the Hanford evirons.

  12. A Practical and Robust Execution Time-Frame Procedure for the Multi-Mode Resource-Constrained Project Scheduling Problem with Minimal and Maximal Time Lags

    Directory of Open Access Journals (Sweden)

    Angela Hsiang-Ling Chen

    2016-09-01

    Full Text Available Modeling and optimizing organizational processes, such as the one represented by the Resource-Constrained Project Scheduling Problem (RCPSP, improve outcomes. Based on assumptions and simplification, this model tackles the allocation of resources so that organizations can continue to generate profits and reinvest in future growth. Nonetheless, despite all of the research dedicated to solving the RCPSP and its multi-mode variations, there is no standardized procedure that can guide project management practitioners in their scheduling tasks. This is mainly because many of the proposed approaches are either based on unrealistic/oversimplified scenarios or they propose solution procedures not easily applicable or even feasible in real-life situations. In this study, we solve a more true-to-life and complex model, Multimode RCPSP with minimal and maximal time lags (MRCPSP/max. The complexity of the model solved is presented, and the practicality of the proposed approach is justified depending on only information that is available for every project regardless of its industrial context. The results confirm that it is possible to determine a robust makespan and to calculate an execution time-frame with gaps lower than 11% between their lower and upper bounds. In addition, in many instances, the solved lower bound obtained was equal to the best-known optimum.

  13. 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

  14. Opposition multiple objective symbiotic organisms search (OMOSOS for time, cost, quality and work continuity tradeoff in repetitive projects

    Directory of Open Access Journals (Sweden)

    Duc-Hoc Tran

    2018-04-01

    Full Text Available Construction managers often face with projects containing multiple units wherein activities repeat from unit to unit. Therefore effective resource management is crucial in terms of project duration, cost and quality. Accordingly, researchers have developed several models to aid planners in developing practical and near-optimal schedules for repetitive projects. Despite their undeniable benefits, such models lack the ability of pure simultaneous optimization because existing methodologies optimize the schedule with respect to a single factor, to achieve minimum duration, total cost, resource work breaks or various combinations, respectively. This study introduces a novel approach called “opposition multiple objective symbiotic organisms search” (OMOSOS for scheduling repetitive projects. The proposed algorithm used an opposition-based learning technique for population initialization and for generation jumping. Further, this study integrated a scheduling module (M1 to determine all project objectives including time, cost, quality and interruption. The proposed algorithm was implemented on two application examples in order to demonstrate its capabilities in optimizing the scheduling of repetitive construction projects. The results indicate that the OMOSOS approach is a powerful optimization technique and can assist project managers in selecting appropriate plan for project. Keywords: Symbiotic organisms search, Multi-objective analysis, Resource tradeoff, Schedules, Repetitive

  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. 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.

  17. Modern methods of project handling - lean management during the deconstruction of nuclear facilities as illustrated by the vitrification plant VEK

    International Nuclear Information System (INIS)

    Freund, Christina; Gentes, Sascha; Dux, Joachim; Reinelt, Joachim

    2011-01-01

    The authors describe the positive experiences from the project handling during the WAK deconstruction process including the implementation of the so called lean management that is supposed to optimize the timing and cost specific approaches. The practical application includes the planning, the licensing application and in case of licensing the realization of the project. Enhancement of transparency and information flow are reached by periodic last planner sessions. Time management and exact scheduling are central parts of the project handling. The contract partners, authorities and consultants are involved at an early state of the project. After shutdown of the vitrification plant VEK the planning for the deconstruction licensing application according to the atomic law have been started.

  18. Simultaneous planning of the project scheduling and material procurement problem under the presence of multiple suppliers

    Science.gov (United States)

    Tabrizi, Babak H.; Ghaderi, Seyed Farid

    2016-09-01

    Simultaneous planning of project scheduling and material procurement can improve the project execution costs. Hence, the issue has been addressed here by a mixed-integer programming model. The proposed model facilitates the procurement decisions by accounting for a number of suppliers offering a distinctive discount formula from which to purchase the required materials. It is aimed at developing schedules with the best net present value regarding the obtained benefit and costs of the project execution. A genetic algorithm is applied to deal with the problem, in addition to a modified version equipped with a variable neighbourhood search. The underlying factors of the solution methods are calibrated by the Taguchi method to obtain robust solutions. The performance of the aforementioned methods is compared for different problem sizes, in which the utilized local search proved efficient. Finally, a sensitivity analysis is carried out to check the effect of inflation on the objective function value.

  19. Hanford's 100-HX Pump and Treat Project - a Successful Blend of Science, Technology, Construction, and Project Management - 12412

    Energy Technology Data Exchange (ETDEWEB)

    Albin, Kenneth A.; Bachand, Marie T.; Biebesheimer, Fred H.; Neshem, Dean O.; Smoot, John L. [CH2M HILL Plateau Remediation Company, Richland, Washington 99352 (United States)

    2012-07-01

    sophisticated scientific modeling optimized the 100-HX's approximately 0.7 square mile (181 hecto-meters) extraction and injection well field to support continuous operation of a maximum of 800 gallons (3,028 liters) per minute, 24 hours per day, and 7 days per week. The use of traditional resin technology for the plant's ion exchange system required a change out of the resin every 12 weeks and shipment to an offsite facility 1,500 miles (2,414 kilometers) away for regeneration. Instead, the project leadership pursued newer technology with a disposable resin that could be disposed of on-site and would require less frequent change outs, reducing the project's life cycle costs by more than $16 million. Constructing the facility had its own challenges. The well field location overlapped ecologically sensitive lands where bald eagles and native wildlife use the land for their mating habitat for nearly half of the year. Building locations had to be planned around historically and culturally sensitive areas, and around another contractor's remediation work zones. Also, the size of the well field required a transfer (pumping) facility and installation of more than 60 miles (97 kilometers) of high-density polypropylene pipe, 23 miles (38 kilometers) of power cable, and 28 miles (46 kilometers) of control cable. Along with schedule and budget constraints typical of any fast-track project, the project team dealt with severe resource constraints due to competing projects across the Hanford Site caused by the influx of American Recovery and Reinvestment Act stimulus funding. In addition, the project team itself was stretched between completing another $25 million dollar construction project while designing and constructing this project. In order to save money, the project schedule was compressed by three months from the original baseline schedule. This was made possible by the strong use of project management principles throughout the design, construction, and testing

  20. Fast Missile Boat Project Planning using CPM and What If Analysis Method

    Science.gov (United States)

    Silvianita; Firmansyah, R.; Rosyid, D. M.; Suntoyo; Chamelia, D. M.

    2018-03-01

    This paper discusses analysis of fast ship missile project planning with CPM and What If analysis.The poor performance can cause project delay and cost overruns, these two things often occur in a project management. Scheduling has an important role to control the project. Good scheduling is required because it will affect the product quality. Scheduling is useful to manage the activities so that the project completion time can be as short as possible and it is used to determine the costs of the project are in optimum condition. The alternatives that can be used to overcome the delay project namely increasing labor and equipment.Project planning can be done to determine whether the project is already in an optimum condition. Alternatives that can be used to overcome the delay in the project is to increase labor and equipment, the next is to look for the optimum solution taking into account the duration and gain of each alternative.

  1. 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...

  2. A New Software for Management, Scheduling, and Optimization for the Light Hydrocarbon Pipeline Network System of Daqing Oilfield

    Directory of Open Access Journals (Sweden)

    Yongtu Liang

    2014-01-01

    Full Text Available This paper presents the new software which specifically developed based on Visual Studio 2010 for Daqing Oilfield China includes the most complex light hydrocarbon pipeline network system in Asia, has become a powerful auxiliary tool to manage field data, makes scheduling plans for batching operation, and optimizes pumping plans. Firstly, DMM for recording and managing field data is summarized. Then, the batch scheduling simulation module called SSM for the difficult batch-scheduling issues of the multiple-source pipeline network system is introduced. Finally, SOM, that is Scheduling Optimization Module, is indicated for solving the problem of the pumps being started up/shut-down frequently.

  3. IT Project Management Metrics

    Directory of Open Access Journals (Sweden)

    2007-01-01

    Full Text Available Many software and IT projects fail in completing theirs objectives because different causes of which the management of the projects has a high weight. In order to have successfully projects, lessons learned have to be used, historical data to be collected and metrics and indicators have to be computed and used to compare them with past projects and avoid failure to happen. This paper presents some metrics that can be used for the IT project management.

  4. Project management v praxi

    OpenAIRE

    Králová, Eliška

    2013-01-01

    Project management approaches are commonly used to write and implement business plans. In this thesis standard project management tools and methods are applied to a real project, which aims to improve the properties of the product it offers (an online educational game). This project is unique in that it is based on a voluntary basis, has limited resources and is very responsive to market demands. Project management is broken down into four stages according to the project life cycle: initiatio...

  5. Network scheduling at Belene NPP construction site

    International Nuclear Information System (INIS)

    Matveev, A.

    2010-01-01

    Four types of schedules differing in the level of their detail are singled out to enhance the efficiency of Belene NPP Project implementation planning and monitoring: Level 1 Schedule–Summary Integrated Overall Time Schedule (SIOTS) is an appendix to EPC Contract. The main purpose of SIOTS is the large scale presentation of the current information on the Project implementation. Level 2 Schedule–Integrated Overall Time Schedule (IOTS)is the contract schedule for the Contractor (ASE JSC) and their subcontractors.The principal purpose of IOTS is the work progress planning and monitoring, the analysis of the effect of activities implementation upon the progress of the Project as a whole. IOTS is the reporting schedule at the Employer –Contractor level. Level 3 Schedules, Detail Time Schedules(DTS) are developed by those who actually perform the work and are agreed upon with Atomstroyexport JSC.The main purpose of DTS is the detail planning of Atomstroyexport subcontractor's activities. DTSare the reporting schedules at the level of Contractor-Subcontractor. Level 4 Schedules are the High Detail Time Schedules (HDTS), which are the day-to-day plans of work implementation and are developed, as a rule, for a week's time period.Each lower level time schedule details the activities of the higher level time schedule

  6. Implementation of a design and configuration management platform for fusion components on the Tore Supra WEST Project

    Energy Technology Data Exchange (ETDEWEB)

    Benoît, Fabrice, E-mail: fabrice-2.benoit@cea.fr [CEA, IRFM, F-13108 Saint-Paul-lez-Durance (France); Allegretti, Ludovic [CEA, IRFM, F-13108 Saint-Paul-lez-Durance (France); Aumeunier, Marie-Hélène [OPTIS, ZE de La Farlède, F-83078 Toulon Cedex 9 (France); Bucalossi, Jérôme; Doceul, Louis; Faïsse, Frederic; Firdaouss, Medhi; Geynet, Michel; Houtte, Didier van; Larroque, Sébastien; Magaud, Philippe; Maini, Patrick; Missirlian, Marc; Parrat, Hélène [CEA, IRFM, F-13108 Saint-Paul-lez-Durance (France); Robert, Julien [SOFYNE, F-69800 Saint Priest (France)

    2014-10-15

    Highlights: •A design and configuration management platform is under development for managing fusion components lifecycle at CEA. •Design platform ensures an efficient sharing of the data and provides connections between the different software and databases involved in fusion components design. •Design platform rollout on WEST project is ongoing as part of change control and configuration management implementation. -- Abstract: This paper presents the technical solutions and methodologies that are used and under development for managing the design lifecycle of the WEST project (W – for tungsten – Environment in Steady-state Tokamak, upgrade of Tore Supra's with actively cooled tungsten plasma facing components) fusion components and explains the interfaces that are implemented or in construction to connect together the different tools like documents management system, CAD modeler, or simulation codes around the data management backbone. It describes the methodologies used on the WEST project to optimize the design process by managing the engineering data workflow and ensuring the consistency between the different 3D representations for design or analysis as well as the specification or interfaces documents. Finally it explains how this platform contributes to reach the project targets in terms of performance, cost and schedule.

  7. Implementation of a design and configuration management platform for fusion components on the Tore Supra WEST Project

    International Nuclear Information System (INIS)

    Benoît, Fabrice; Allegretti, Ludovic; Aumeunier, Marie-Hélène; Bucalossi, Jérôme; Doceul, Louis; Faïsse, Frederic; Firdaouss, Medhi; Geynet, Michel; Houtte, Didier van; Larroque, Sébastien; Magaud, Philippe; Maini, Patrick; Missirlian, Marc; Parrat, Hélène; Robert, Julien

    2014-01-01

    Highlights: •A design and configuration management platform is under development for managing fusion components lifecycle at CEA. •Design platform ensures an efficient sharing of the data and provides connections between the different software and databases involved in fusion components design. •Design platform rollout on WEST project is ongoing as part of change control and configuration management implementation. -- Abstract: This paper presents the technical solutions and methodologies that are used and under development for managing the design lifecycle of the WEST project (W – for tungsten – Environment in Steady-state Tokamak, upgrade of Tore Supra's with actively cooled tungsten plasma facing components) fusion components and explains the interfaces that are implemented or in construction to connect together the different tools like documents management system, CAD modeler, or simulation codes around the data management backbone. It describes the methodologies used on the WEST project to optimize the design process by managing the engineering data workflow and ensuring the consistency between the different 3D representations for design or analysis as well as the specification or interfaces documents. Finally it explains how this platform contributes to reach the project targets in terms of performance, cost and schedule

  8. 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...

  9. Managing public-private megaprojects: Paradoxes, complexity and project design

    NARCIS (Netherlands)

    van Marrewijk, A.H.; Clegg, S.R.; Pitsis, T.; Veenswijk, M.B.

    2008-01-01

    Recent studies show that despite their growing popularity, megaprojects - large-scale, complex projects delivered through various partnerships between public and private organisations - often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests

  10. 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.

  11. How police officers and nurses regulate combined domestic and paid workloads to manage schedules: a gender analysis.

    Science.gov (United States)

    Caroly, Sandrine

    2011-01-01

    Our questioning focuses on the role played by the gendered division of labour and by the collective organisation of work in strategies deployed by workers in order to reconcile professional and private lives. How does work organisation facilitate schedule management so as to fit in with workers' domestic lives by offering the possibility of work activity accommodations? A comparison of two stress management studies allowed us to examine the strategies used to manage professional and private schedules. One study focused on nurses in a female environment and one study looked at police officers or a male environment recently incorporating women into the work group. In the hospital sector, management resorts to curtailing leave in order to overcome staff shortages and ensure the quality of health care; however, the female environment facilitates collective regulation to adapt work schedules. These management imposed organisational constraints are especially difficult for female staff due to their roles in the domestic sphere. It is more difficult for women to adapt work schedules in the predominantly male police officer environment. Police ask supervisors for timetable changes more frequently following the introduction of women to the group. The strategies to reconcile professional and private lives depend on division of labour and collective regulation.

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

    Directory of Open Access Journals (Sweden)

    Gordana ŽURGA

    2018-02-01

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

  13. Cost and schedule reduction for next-generation Candu

    International Nuclear Information System (INIS)

    Hopwood, J.M.; Yu, S.; Pakan, M.; Soulard, M.

    2002-01-01

    construction costs through more efficient work planning and use of materials, through reduced re-work and through more precise configuration management. Full-scale exploitation of AECL's electronic engineering and project management tools enables further reductions in cost. The Candu fuel-channel reactor type offers inherent manufacturing and construction advantages through the application of a simple, low-pressure low-temperature reactor vessel along with modular fuel channel technology. This leads to cost benefits and total project schedule benefits. As a result, the targets which AECL has set for replication units - overnight capital cost of $1000 US/kW and total project schedule (engineering/manufacturing/construction/commissioning) of 48 months, have been shown to be achievable for the reference NG Candu design. (authors)

  14. Project management: importance for diagnostic laboratories.

    Science.gov (United States)

    Croxatto, A; Greub, G

    2017-07-01

    The need for diagnostic laboratories to improve both quality and productivity alongside personnel shortages incite laboratory managers to constantly optimize laboratory workflows, organization, and technology. These continuous modifications of the laboratories should be conducted using efficient project and change management approaches to maximize the opportunities for successful completion of the project. This review aims at presenting a general overview of project management with an emphasis on selected critical aspects. Conventional project management tools and models, such as HERMES, described in the literature, associated personal experience, and educational courses on management have been used to illustrate this review. This review presents general guidelines of project management and highlights their importance for microbiology diagnostic laboratories. As an example, some critical aspects of project management will be illustrated with a project of automation, as experienced at the laboratories of bacteriology and hygiene of the University Hospital of Lausanne. It is important to define clearly beforehand the objective of a project, its perimeter, its costs, and its time frame including precise duration estimates of each step. Then, a project management plan including explanations and descriptions on how to manage, execute, and control the project is necessary to continuously monitor the progression of a project to achieve its defined goals. Moreover, a thorough risk analysis with contingency and mitigation measures should be performed at each phase of a project to minimize the impact of project failures. The increasing complexities of modern laboratories mean clinical microbiologists must use several management tools including project and change management to improve the outcome of major projects and activities. Copyright © 2017 The Author(s). Published by Elsevier Ltd.. All rights reserved.

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

    Science.gov (United States)

    Burgher, Karl E.; Snyder, Michael B.

    2012-01-01

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

  16. 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. Survey on the Technology Readiness Level of R and D projects for a Technical Risk Management

    International Nuclear Information System (INIS)

    Song, S. J.; Chang, J.; Lee, K. Y.

    2008-01-01

    The purpose of applying the Technology Readiness Level/Design Readiness Level (TRL/DRL) in technical risk management is to make technology assessments, and improve communication among researchers with a consistent, systematic technology readiness Technical risk management for the Nuclear Hydrogen Production project was adopted of experience assessed with Delphi Method from the Next Generation Nuclear Plant(NGNP)of the DOE to improve the poor contactor management of the major projects which experienced cost increases and/or schedule delays in long-term. In the current phase that is doing key technology research and development projects, the technology readiness level was reviewed and applied to the Nuclear Hydrogen Production project to prepare an input for the next design phases. Based on the previous works, pre-conceptional design and key R and D works for the Nuclear Hydrogen Design and Development(NHDD) projects and the results of key research and development projects, the TRL was applied to assess the levels and compared with the advanced design stages of Westinghouse Electric Co. With this process, several issues were identified to apply the design and technology level to the familiar steps of design process and research and development projects. In order to resolve these issues, it is needed to systematically adjust and modify the current process with TRLs

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

    Directory of Open Access Journals (Sweden)

    Mohammadreza Yadollahi

    2014-01-01

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

  19. Annx IV. Delayed nuclear power plant project management experience Cernavoda 2 NPP, Romania

    International Nuclear Information System (INIS)

    2008-01-01

    greater contingency due to the uncertainty of the legacy equipment inventory, the possible effect of code changes during the legacy period, and the possibility of schedule extensions. One of the critical success factors for the construction restart of Cernavoda NPP Unit 2 was the condition and assessment of existing material and equipment stored in the warehouses or installed in the field. A preservation program was implemented separately for site-installed materials and managed through the construction division. Subsequently, a refurbishment program was also implemented on identified equipment, which including checking and testing of equipment and changing materials defined as obsolete or undesirable for further use in operation of equipment. For the most part, the extent of testing of equipment is the same as for a new build project. However, some major components require additional testing which should be performed early enough in the program to take corrective action if required. A good example of this is the Main Output Transformers T01, and T02, which were manufactured 20 years ago by Electroputere in Romania. These transformers have been preserved on site and recently refurbished. The Cernavoda 2 Project provided many opportunities to better define the correct approach to a successful completion of a delayed project. Most significant is the need to have a full assessment and definition of the remaining scope of work before the beginning of the Completion Contract. In conclusion, MT Project Management team adapted their work processes and procedures to suit the specificity and challenges of the Cernavoda 2 project. Interfaces with internal groups and external organizations were optimized through efficient communication processes. This allowed timely identification of issues through to the Engineering, Procurement, Construction, Planning, and Commissioning organizations. It was clearly demonstrated that teamwork, creativity and dedication to quality and productivity

  20. SNF Project Engineering Process Improvement Plan

    International Nuclear Information System (INIS)

    DESAI, S.P.

    2000-01-01

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

  1. 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.

  2. 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

  3. 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....

  4. Needs analysis and project schedule for the Los Alamos National Laboratory (LANL) Health Physics Analysis Laboratory (HPAL) upgrade

    International Nuclear Information System (INIS)

    Rhea, T.A.; Rucker, T.L.; Stafford, M.W.

    1990-01-01

    This report is a needs assessment and project schedule for the Health Physics Analysis Laboratory (HPAL) upgrade project at Los Alamos National Laboratory (LANL). After reviewing current and projected HPAL operations, two custom-developed laboratory information management systems (LIMS) for similar facilities were reviewed; four commercially available LIMS products were also evaluated. This project is motivated by new regulations for radiation protection and training and by increased emphasis on quality assurance (QA). HPAL data are used to: protect the health of radiation workers; document contamination levels for transportation of radioactive materials and for release of materials to the public for uncontrolled use; and verify compliance with environmental emission regulations. Phase 1 of the HPAL upgrade project concentrates on four types of counting instruments which support in excess of 90% of the sample workload at the existing central laboratories. Phase 2 is a refinement phase and also integrates summary-level databases on the central Health, Safety, and Environment (HSE) VAX. Phase 3 incorporates additional instrument types and integrates satellite laboratories into the HPAL LIMS. Phase 1 will be a multi-year, multimillion dollar project. The temptation to approach the upgrade of the HPAL program in a piece meal fashion should be avoided. This is a major project, with clearly-defined goals and priorities, and should be approached as such. Major programmatic and operational impacts will be felt throughout HSE as a result of this upgrade, so effective coordination with key customer contacts will be critical

  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. 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

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

    Directory of Open Access Journals (Sweden)

    Wanjiru Gachie

    2017-11-01

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

  8. The research of electrical tracing system construction management and related questions of BOP project

    International Nuclear Information System (INIS)

    Wang Lining; Li Jingmin; Ma Ding; Tu Haitao

    2015-01-01

    Based on Hongyanhe nuclear power plant in Liaoning province, the paper studies the anti-freeze and heat tracing work of BOP project. It compares several different heat tracing solutions in terms of technicality and applicability, and gave the most suitable scheme by using electrical tracing. It also presents the construction details of the electrical tracing system, analyzes the key points of the construction management from quantity, safety and schedule aspects, and gave the improvement suggestions. (authors)

  9. Evaluation of scheduling problems for the project planning of large-scale projects using the example of nuclear facility dismantling; Evaluation von Schedulingproblemen fuer die Projektplanung von Grossprojekten am Beispiel des kerntechnischen Rueckbaus

    Energy Technology Data Exchange (ETDEWEB)

    Huebner, Felix; Schellenbaum, Uli; Stuerck, Christian; Gerhards, Patrick; Schultmann, Frank

    2017-05-15

    The magnitude of widespread nuclear decommissioning and dismantling, regarding deconstruction costs and project duration, exceeds even most of the prominent large-scale projects. The deconstruction costs of one reactor are estimated at several hundred million Euros and the dismantling period for more than a decade. The nuclear power plants built in the 1970s are coming closer to the end of their planned operating lifespan. Therefore, the decommissioning and dismantling of nuclear facilities, which is posing a multitude of challenges to planning and implementation, is becoming more and more relevant. This study describes planning methods for large-scale projects. The goal of this paper is to formulate a project planning problem that appropriately copes with the specific challenges of nuclear deconstruction projects. For this purpose, the requirements for appropriate scheduling methods are presented. Furthermore, a variety of possible scheduling problems are introduced and compared by their specifications and their behaviour. A set of particular scheduling problems including possible extensions and generalisations is assessed in detail. Based on the introduced problems and extensions, a Multi-mode Resource Investment Problem with Tardiness Penalty is chosen to fit the requirements of nuclear facility dismantling. This scheduling problem is then customised and adjusted according to the specific challenges of nuclear deconstruction projects. It can be called a Multi-mode Resource Investment Problem under the consideration of generalized precedence constraints and post-operational costs.

  10. United States Support Programme (USSP): Lessons Learned from the Management of Complex, Multi-Stakeholder Projects for International Safeguards

    International Nuclear Information System (INIS)

    Diaz, R.; Tackentien, J.

    2015-01-01

    This paper will review USSP experiences, lessons learned, and proposed future strategies on the management of complex projects including the Universal Non-Destructive Assay Data Acquisition Platform (UNAP) instrument development task. The focus will be on identifying lessons learned to formulate strategies to minimize risk and maximize the potential of commercial success for future complex projects. Topics planned for inclusion are: 1. Initial agreement amongst all stakeholders on the justification of the need of the development including market studies of existing/near term future COTS technology capabilities; 2. Initial confirmation that there is a market for the product other than the IAEA to reduce investment risk; 3. Agreement on an accelerated initial project schedule from request acceptance to commercial unit production including per unit cost and quantities; 4. During product development, obtaining periodic customer reaffirmation of the need and quantities for the product per the existing schedule and per unit price. (author)

  11. 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...

  12. Report of regional coordinator for the year ending 31 December 1980 [Management of water hyacinth (A CSC-UNEP Project)

    International Nuclear Information System (INIS)

    Thyagarajan, G.

    1981-01-01

    The water hyacinth project was first reviewed at the time of its commencement in Papua New Guinea in June 1979, and activities and time schedules were formulated. In April 1980 an interim review meeting was held in London where, based on the progress made in the participating countries, activities and time schedules were refined and sharpened. The project is deemed to have formally commenced on 1 January 1980. Australia, Bangladesh, Fiji, India, Malaysia and Sri Lanka are actively participating in the project at the present time. Information and results emerging from the different participating countries are very encouraging and they strengthen the hope that technically, environmentally and economically feasible solutions can be found for managing water hyacinth weed. The participating countries are enthusiastic about handling the activities assigned to them. The tempo of work was substantially increased after funds were made available in February 1980

  13. 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...

  14. A study of a decommissioning activities classification structure for decommissioning of the project management of a nuclear power plant

    International Nuclear Information System (INIS)

    Park, Hee Seong; Park, Seung Kook; Jin, Hyung Gon; Song, Chan Ho; Ha, Jei Hyun; Moon, Jei kwon

    2015-01-01

    Decommissioning activities and requirements that was established in the planning stage should be organized systematically in the course of dismantling the NPP. The work breakdown structure is essential to ensuring that all the project scope is identified, estimated and executed. The project manager needs to ensure that a WBS is established early in the project and maintained throughout the project life cycle. A project management system is ongoing under the circumstance of having no experience dismantling the NPP. The system related to the NPP decommissioning should have technical criteria as well as regulatory requirements in the full scale of decommissioning stage. In the dismantling stage, decommissioning plan document should include the results of radiation/radioactivity characterization, evaluation of the amount of dismantled waste, calculation of the expose dose rate, evaluation of decommissioning cost and schedule after shutdown

  15. A study of a decommissioning activities classification structure for decommissioning of the project management of a nuclear power plant

    Energy Technology Data Exchange (ETDEWEB)

    Park, Hee Seong; Park, Seung Kook; Jin, Hyung Gon; Song, Chan Ho; Ha, Jei Hyun; Moon, Jei kwon [Korea Atomic Energy Research Institute, Daejeon (Korea, Republic of)

    2015-05-15

    Decommissioning activities and requirements that was established in the planning stage should be organized systematically in the course of dismantling the NPP. The work breakdown structure is essential to ensuring that all the project scope is identified, estimated and executed. The project manager needs to ensure that a WBS is established early in the project and maintained throughout the project life cycle. A project management system is ongoing under the circumstance of having no experience dismantling the NPP. The system related to the NPP decommissioning should have technical criteria as well as regulatory requirements in the full scale of decommissioning stage. In the dismantling stage, decommissioning plan document should include the results of radiation/radioactivity characterization, evaluation of the amount of dismantled waste, calculation of the expose dose rate, evaluation of decommissioning cost and schedule after shutdown.

  16. 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

  17. Development of Watch Schedule Using Rules Approach

    Science.gov (United States)

    Jurkevicius, Darius; Vasilecas, Olegas

    The software for schedule creation and optimization solves a difficult, important and practical problem. The proposed solution is an online employee portal where administrator users can create and manage watch schedules and employee requests. Each employee can login with his/her own account and see his/her assignments, manage requests, etc. Employees set as administrators can perform the employee scheduling online, manage requests, etc. This scheduling software allows users not only to see the initial and optimized watch schedule in a simple and understandable form, but also to create special rules and criteria and input their business. The system using rules automatically will generate watch schedule.

  18. 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

  19. Lessons Learned from Client Projects in an Undergraduate Project Management Course

    Science.gov (United States)

    Pollard, Carol E.

    2012-01-01

    This work proposes that a subtle combination of three learning methods offering "just in time" project management knowledge, coupled with hands-on project management experience can be particularly effective in producing project management students with employable skills. Students were required to apply formal project management knowledge to gain…

  20. LABCORE post release 1.0 development system project management plan

    International Nuclear Information System (INIS)

    Rich, H.S.

    1994-01-01

    The LABCORE post release 1.0 development system project management plan (SPMP) is the primary planning document governing the development of specific enhancements to the LABCORE project. The mission of the Westinghouse Hanford Company (WHC) laboratories is changing from supporting the 200 Area chemical processing plants for process control, waste management, and effluent monitoring to supporting environmental restoration and regulatory compliance commitments. The LABCORE program was implemented as the key element for meeting the commitments by upgrading the laboratories through the implementation of an Automated Data Processing improvement program in January 1994. Scope for LABCORE release 1.0 consisted of hardware and software implementation required to support a minimum number of analyses (Single-Shell Tank [SST] analysis at 222S Laboratory and Performance Evaluation samples at the Waste Sampling Characterization Facility laboratory) using manual entry of data, and to support routine laboratory functions, common to all laboratories. LABCORE post release 1.0 enhancements will expand the functionality presented to the laboratory. Post release 1.0 enhancements will also address the integration of a database for Analytical Services Program Integration, budgeting, and scheduling offices into LABCORE

  1. Using a Density-Management Diagram to Develop Thinning Schedules for Loblolly Pine Plantations

    Science.gov (United States)

    Thomas J. Dean; V. Clark Baldwin

    1993-01-01

    A method for developing thinning schedules using a density-management diagram is presented. A density-management diagram is a form of stocking chart based on patterns of natural stand development. The diagram allows rotation diameter and the upper and lower limits of growing stock to be easily transformed into before and after thinning densities. Site height lines on...

  2. 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

  3. Solid waste information and tracking system client-server conversion project management plan

    International Nuclear Information System (INIS)

    May, D.L.

    1998-01-01

    This Project Management Plan is the lead planning document governing the proposed conversion of the Solid Waste Information and Tracking System (SWITS) to a client-server architecture. This plan presents the content specified by American National Standards Institute (ANSI)/Institute of Electrical and Electronics Engineers (IEEE) standards for software development, with additional information categories deemed to be necessary to describe the conversion fully. This plan is a living document that will be reviewed on a periodic basis and revised when necessary to reflect changes in baseline design concepts and schedules. This PMP describes the background, planning and management of the SWITS conversion. It does not constitute a statement of product requirements. Requirements and specification documentation needed for the SWITS conversion will be released as supporting documents

  4. 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...

  5. Richland Environmental Restoration Project management action process document

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-04-01

    This document is the prescribed means for providing direct input to the US Department of Energy Headquarters regarding the status, accomplishments, strategy, and issues of the Richland Environmental Restoration Project. The project mission, organizational interfaces, and operational history of the Hanford Site are provided. Remediation strategies are analyzed in detail. The document includes a status of Richland Environmental Restoration project activities and accomplishments, and it presents current cost summaries, schedules, and technical baselines.

  6. Richland Environmental Restoration Project management action process document

    International Nuclear Information System (INIS)

    1996-04-01

    This document is the prescribed means for providing direct input to the US Department of Energy Headquarters regarding the status, accomplishments, strategy, and issues of the Richland Environmental Restoration Project. The project mission, organizational interfaces, and operational history of the Hanford Site are provided. Remediation strategies are analyzed in detail. The document includes a status of Richland Environmental Restoration project activities and accomplishments, and it presents current cost summaries, schedules, and technical baselines

  7. Management Matters. Changing to Flexible Scheduling

    Science.gov (United States)

    Pappas, Marjorie L.

    2005-01-01

    Elementary school library media specialists state that one of the most frustrating issues they face is the fixed schedules in their library media centers. Beyond the cost effectiveness issue, the fixed schedule severely limits using the resources of the library media center for inquiry learning and collaborative teaching experiences between the…

  8. 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.

  9. 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

  10. 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…

  11. 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...

  12. 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...

  13. Relationship between time management in construction industry and project management performance

    Science.gov (United States)

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

    2016-08-01

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

  14. Pipeline cost reduction through effective project management and applied technology

    Energy Technology Data Exchange (ETDEWEB)

    Jenkins, A. [TransCanada Pipeline Ltd., Alberta (Canada); Babuk, T. [Empress International Inc., Westwood, NJ (United States); Mohitpour, M. [Tempsys Pipeline Solutions Inc., Vancouver, BC (Canada); Murray, M.A. [National Energy Board of Canada (Canada)

    2005-07-01

    Pipelines are regarded by many as passive structures with the technology involved in their construction and operation being viewed as relatively simple and stable. If such is the case how can there be much room for cost improvement? In reality, there have been many technological and regulatory innovations required within the pipeline industry to meet the challenges posed by ever increasing consumer demand for hydrocarbons, the effects of aging infrastructure and a need to control operating and maintenance expenditures. The importance of technology management, as a subset of overall project management, is a key element of life cycle cost control. Assurance of public safety and the integrity of the system are other key elements in ensuring a successful pipeline project. The essentials of best practise project management from an owner/ operator's perspective are set out in the paper. Particular attention is paid to the appropriate introduction of new technology, strategic procurement practice and material selection, indicating that capital cost savings of up to 15% are achievable without harming life cycle cost. The value of partnering leading to technical innovation, cost savings and improved profitability for all the participants is described. Partnering also helps avoid duplicated effort through the use of common tools for design, planning schedule tracking and reporting. Investing in appropriate technology development has been a major source of cost reduction in recent years and the impact of a number of these recently introduced technologies in the areas of materials, construction processes and operation and maintenance are discussed in the paper. (author)

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

    International Nuclear Information System (INIS)

    PIELSTICK, R.M.

    2004-01-01

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

  16. Resource management and scheduling policy based on grid for AIoT

    Science.gov (United States)

    Zou, Yiqin; Quan, Li

    2017-07-01

    This paper has a research on resource management and scheduling policy based on grid technology for Agricultural Internet of Things (AIoT). Facing the situation of a variety of complex and heterogeneous agricultural resources in AIoT, it is difficult to represent them in a unified way. But from an abstract perspective, there are some common models which can express their characteristics and features. Based on this, we proposed a high-level model called Agricultural Resource Hierarchy Model (ARHM), which can be used for modeling various resources. It introduces the agricultural resource modeling method based on this model. Compared with traditional application-oriented three-layer model, ARHM can hide the differences of different applications and make all applications have a unified interface layer and be implemented without distinction. Furthermore, it proposes a Web Service Resource Framework (WSRF)-based resource management method and the encapsulation structure for it. Finally, it focuses on the discussion of multi-agent-based AG resource scheduler, which is a collaborative service provider pattern in multiple agricultural production domains.

  17. Application of 3D model in the schedule management of nuclear power plant construction

    International Nuclear Information System (INIS)

    Nian Fayang

    2009-01-01

    While 3D technology has been widely used in engineering design, the 3D model of engineering design also includes information that can be used to construction. By the visual interface, the 3D model can be used in different aspects of construction. By linking the 3D model with the construction schedule, the 4D model can be created, through which the visual manage of the construction schedule can be achieved. (authors)

  18. 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.

  19. Supplier Alliances for Engineered Equipment in Capital Projects

    National Research Council Canada - National Science Library

    Harper, Douglas

    2003-01-01

    .... Managing the engineered equipment is important during all phases of the project not only because of their high dollar value but also because the long manufacturing lead times often drive the overall project schedules...

  20. 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.'

  1. LBNL report of the vetting review of the GRETINA project

    International Nuclear Information System (INIS)

    Robinson, K.E.; Bercovitz, J.H.; Bieser, F.S.; Jared, R.C.; Karpenko, V.P.; Klein, S.R.; Lesko, K.T.; Rasson, J.E.; Ritter, H.G.; Tull, C.E.; Wells, R.; Wieman, H.H.

    2004-01-01

    GRETINA is a gamma-ray detector array capable of reconstructing the energy and spatial positions of gamma-ray interactions within the germanium crystals. It will be used to study the structure and stability of nuclei under various conditions. The new capabilities provided by gamma-ray tracking will give large gains in sensitivity for a large number of experiments, particularly those aimed at nuclei far from beta stability. A proposal for GRETINA was submitted to DOE in June 2003. It presented the scientific case, the readiness of technical development, the design, the suggested management organizations, and a proposed cost and schedule. The GRETINA proposal received its CD0 approval in August 2003. The CD-1 review will be held on December 3 and 4, 2003, and will be handled by the DOE-N. This report presents the charge to the GRETINA vetting review committee, and the findings, comments and recommendations of this committee. The purpose of this project vetting review was to assure that the GRETINA project is on track to provide DOE and the nuclear physics community with the agreed upon deliverables within the agreed upon budget and schedule. The vetting review committee was asked to cover both technical and management aspects of the GRETINA Project. Reviewers offer expert knowledge in relevant areas and provide recommendations and findings to the project's management team. Upon successful completion, the Laboratory's Integrated Project Management Office (IPMO) will recommend signoff of the project to the Laboratory Directorate. The GRETINA vetting review committee was asked to consider all relevant aspects of the project's management, project execution plan (PEP), technical approach and status, cost estimate, resources, schedule and risk and, in doing so, to advise as to whether the GRETINA Project was likely to successfully provide the agreed upon deliverables within the agreed upon budget and schedule. The review committee was asked to identify any project areas

  2. Locale-Specific Categorization of IT Projects for Proper Project Management

    Directory of Open Access Journals (Sweden)

    Muhammad Nasir

    2015-12-01

    Full Text Available In this paper we aim to show that not only are the project management techniques important for small-scale projects, but following proper project management techniques is one of the most important requirements. However, there come slight variations in implementing project management techniques in small projects as compared with larger projects. Therefore, proper categorization of projects holds the key to success in many situations. Our paper will show that categorization of a project as small-scale or large-scale should always be locale specific. In this regards, we develop a criteria and evaluate how the projects are categorized as small-scale and large-scale in different parts of the world with focus on IT projects. This research concludes that some methods cannot be used for projects of different scales.

  3. 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.

  4. 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)

  5. Load Balancing Integrated Least Slack Time-Based Appliance Scheduling for Smart Home Energy Management

    OpenAIRE

    Bhagya Nathali Silva; Murad Khan; Kijun Han

    2018-01-01

    The emergence of smart devices and smart appliances has highly favored the realization of the smart home concept. Modern smart home systems handle a wide range of user requirements. Energy management and energy conservation are in the spotlight when deploying sophisticated smart homes. However, the performance of energy management systems is highly influenced by user behaviors and adopted energy management approaches. Appliance scheduling is widely accepted as an effective mechanism to manage...

  6. 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.

  7. 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.

  8. 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.

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

    Directory of Open Access Journals (Sweden)

    Siw Lundqvist

    2014-05-01

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

  10. Management of Temporal Constraints for Factory Scheduling.

    Science.gov (United States)

    1987-06-01

    consistency of scheduling decisions were implemented in both the ISIS [Fox 84] and SOJA [LePape 85a] scheduling systems. More recent work with the...kinds of time propagation systems: the symbolic and the numeric ones. Symbolic systems combine relationships with a temporal logic a la Allen [Allen 81...maintains consistency by narrowing time windows associated with activities as decisions are made, and SOJA [LePape 85b] guarantees a schedule’s

  11. Environmental Management Performance Report September 2000

    International Nuclear Information System (INIS)

    EDER, D.M.

    2000-01-01

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

  12. 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

  13. 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,…

  14. 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.

  15. A Study on the Effect on Scheduling and Management of Surgeries with the Introduction of Excellent Medical Information.

    Science.gov (United States)

    Mei, Tsai Ching

    2016-01-01

    The services of OR play an important role in the medical business for department of surgery. The most important issue for OR is about the scheduling and management of surgeries. Good surgery schedule could elevate the utilization efficiency of OR. Therefore, the introduction of excellent medical information can both dramatically elevate the work efficiency of health care employees and reduce workload to reach win-win benefits in both management and performance.

  16. A Case Study of Line-of-Balance based Schedule Planning and Control System

    OpenAIRE

    Seppänen, Olli; Aalto, Erno

    2005-01-01

    Line-of-Balance is a graphical technique which can be used to plan and manage work flow. It is suit-able for construction projects because of their large degree of repetition. Despite its strengths Line-of-Balance has not gained widespread use in construction industry internationally. However, it has been used as the principal scheduling tool in Finland since 1980s. As a result of two decades of research and use in industry, a comprehensive schedule planning and control system has been develo...

  17. NRC comprehensive records disposition schedule

    International Nuclear Information System (INIS)

    1992-03-01

    Title 44 United States Code, ''Public Printing and Documents,'' regulations cited in the General Services Administration's (GSA) ''Federal Information Resources Management Regulations'' (FIRMR), Part 201-9, ''Creation, Maintenance, and Use of Records,'' and regulation issued by the National Archives and Records Administration (NARA) in 36 CFR Chapter XII, Subchapter B, ''Records Management,'' require each agency to prepare and issue a comprehensive records disposition schedule that contains the NARA approved records disposition schedules for records unique to the agency and contains the NARA's General Records Schedules for records common to several or all agencies. The approved records disposition schedules specify the appropriate duration of retention and the final disposition for records created or maintained by the NRC. NUREG-0910, Rev. 2, contains ''NRC's Comprehensive Records Disposition Schedule,'' and the original authorized approved citation numbers issued by NARA. Rev. 2 totally reorganizes the records schedules from a functional arrangement to an arrangement by the host office. A subject index and a conversion table have also been developed for the NRC schedules to allow staff to identify the new schedule numbers easily and to improve their ability to locate applicable schedules

  18. 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…

  19. 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...

  20. 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...

  1. 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...

  2. 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...

  3. 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.

  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. The Qinshan phase III project-a successful model of sino-canadian cooperation

    International Nuclear Information System (INIS)

    Pang, S.H.H.; Alikhan, S.; Gu Jun

    2005-01-01

    The Qinshan Phase III (CANDU) Project, the largest-scale cooperative project between China and Canada, was completed in 2003 well in advance of the schedule and 10% under budget. The Third Qinshan (Phase III) Nuclear Power Plant (TQNPP) was built in record times: Unit 1 achieved commercial operation on December 31, 2002 and Unit 2 on July 20, 2003, 43 days and 115 days ahead of schedule respectively. Improvements in design and construction methods allowed Unit 1 to be constructed in 51.5 months from First Concrete to Criticality - a record in China for nuclear power plants. The key factors are project management and project management tools, quality assurance, construction methods, electronic documentation with configuration control that provides up-to-date on-line information, CADDS design linked with material management and control. New design and construction techniques were introduced by combining conventional AECL practices with working experiences in China. The most advanced tools and techniques for achieving optimum construction quality, schedule and cost were used. Successful application of advanced project management methods and tools has benefited TQNPC in its subsequent plant operation, and the Chinese contractors in advancing their capabilities in future nuclear projects in China as well as enhancing their opportunities internationally. Excellent co-operation and teamwork within the integrated TQNPC/AECL Commissioning Team with well documented QA program, process and procedures also contributed to the remarkable success of the Project. AECL's initial assessment, based on lessons learned, showed that the project schedule could readily be reduced to 66 months and the capital costs reduced by 25% for a replication project. AECL is building on this experience and successful results of TQNPP in its Advanced CANDU Reactor TM (ACR TM ) ** design. (authors)

  6. 76 FR 67400 - Capital Project Management

    Science.gov (United States)

    2011-11-01

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

  7. Risk management in nuclear projects

    International Nuclear Information System (INIS)

    Salles, Claudio J.R.

    2002-01-01

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

  8. Salt Repository Project: FY 85 technical project plan

    International Nuclear Information System (INIS)

    1985-07-01

    The FY 85 technical plan for the Salt Repository Project is briefly presented. The objectives of the project in relation to the Civilian Radioactive Waste Management Program are discussed, and the technical activities directed toward accomplishing these objectives are detailed. A budget is presented for each of the Level 2 work breakdown structure tasks (Systems, Waste Package, Site, Repository, Regulatory and Institutional, Exploratory Shaft, Test Facilities, Land Acquisition, and Project Management) in the various sections. An overall description, current status, and planned activities are presented for each of the subtasks which make up the above-mentioned Level 2 tasks. A strategy diagram and a master schedule are included and each of the milestones is also listed chronologically in the sections

  9. Dynamic Staffing and Rescheduling in Software Project Management: A Hybrid Approach.

    Directory of Open Access Journals (Sweden)

    Yujia Ge

    Full Text Available Resource allocation could be influenced by various dynamic elements, such as the skills of engineers and the growth of skills, which requires managers to find an effective and efficient tool to support their staffing decision-making processes. Rescheduling happens commonly and frequently during the project execution. Control options have to be made when new resources are added or tasks are changed. In this paper we propose a software project staffing model considering dynamic elements of staff productivity with a Genetic Algorithm (GA and Hill Climbing (HC based optimizer. Since a newly generated reschedule dramatically different from the initial schedule could cause an obvious shifting cost increase, our rescheduling strategies consider both efficiency and stability. The results of real world case studies and extensive simulation experiments show that our proposed method is effective and could achieve comparable performance to other heuristic algorithms in most cases.

  10. 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

  11. 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...

  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. 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...

  14. 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.

  15. Systems engineering aspects to installation of the phased multi-year LANSCE-refurbishment project

    International Nuclear Information System (INIS)

    Pieck, Martin; Erickson, John E.; Gulley, Mark S.; Jones, Kevin W.; Rybarcyk, Larry J.

    2009-01-01

    The LANSCE Refurbishment Project (LANSCE-R) is a phased, multiyear project. The project is scheduled to start refurbishment in the 2nd quarter of fiscal year 2011. Closeout will occur during the 4th quarter of FY2016. During the LANSCE-R project, installation of project components must be scheduled during six annual 6-month maintenance-outages and not conflict with annual LANSCE operational commitments to its user facilities. The project and operations schedules must be synchronized carefully. Therefore, the scheduled maintenance outages, functional testing (with beam off, by primarily project personnel) and commissioning (with beam on, by primarily Accelerator Operation Technology (AOT) personnel) must be managed to accommodate operation. Active and effective coordination and communication between the project and AOT personnel must be encouraged to identify, as early as possible, any operational issues. This paper will report on the systems engineering approach to the integration and control of engineering activities.

  16. 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

  17. 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.

  18. 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. .

  19. RISK ANALYSIS FOR SHIP CONVERTING PROJECT ACCOMPLISHMENT (Case study of KRI KP Converting Project

    Directory of Open Access Journals (Sweden)

    Dimas Endro W

    2013-10-01

    Full Text Available Ship converting has become as prospective activity in ship building area. Operational and economical aspect are the most dominant rationale. Baseon a new fuction of converted ship, a task list which contain several jobs that must be done is listed. This accomplishment schedule not only contain a task list, but also duration for certain job title. In practical apllication job duration is maintained based on experience of project manager.  Further more, total accomplish duration is setted as time accomplishment for the project. This setted time has become reference for the project bid. Occasionaly, if accomplishment time which offered is strict, than schedule slip become as potencial nightmare. For this situation, project manager has had a cristal clearconsideration to select a proper decision wheter he will take the tender offer or not. practically, project mananger has layed on his experience to handle previous project and face  penalty if the project delayed. This paper focussed on how to measure tender offer based on risk analysis, specially for converted ship tender which has a strike time accomplishment.A new application method to analysis proposed tender based on time and penalty parameter has become a topic of this paper.

  20. 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.