WorldWideScience

Sample records for project schedule management

  1. 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.

  2. 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.

  3. 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)

  4. 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)

  5. 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.

  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. 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. ...

  8. 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

  9. 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

  10. 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

  11. 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...

  12. 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

  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. 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

  15. 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.

  16. 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.

  17. 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.

  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. 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)

  20. 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

  1. 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 .

  2. 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...

  3. 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...

  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. 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.

  6. 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...

  7. 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.

  8. 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...

  9. 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.

  10. 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

  11. 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

  12. 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.

  13. 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

  14. 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....

  15. 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

  16. 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.

  17. 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...

  18. 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.

  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. 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

  1. 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.

  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. 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

  4. 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.

  5. 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…

  6. 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

  7. 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...

  8. 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.

  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. 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...

  11. Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance

    2009-01-01

    In this video Associate Professor Constance Kampf talks about the importance project management. Not only as a tool in implementation, but also as a way of thinking, and as something that needs to be considered from idea conception......In this video Associate Professor Constance Kampf talks about the importance project management. Not only as a tool in implementation, but also as a way of thinking, and as something that needs to be considered from idea conception...

  12. 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

  13. 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.

  14. Management and schedule challenges for fossil projects in the 1990's. Working Group Three: Challenges and action items

    International Nuclear Information System (INIS)

    Anon.

    1991-01-01

    The discussions of the working group resulted in identification of the following management challenges: New generation capacity - before 1995, after 1995; Shortages of critical resources - engineers and crafts, manufacturing capacity; Competitive restrictions; Management philosophy - not the owners' problem; delay commitment; custom plants; proven technology; build and own myself. The paper also lists action items under 3 categories: actions to increase resources and decrease needs; fostering competitive incentives; and changing management philosophy

  15. 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

  16. 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.

  17. 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

  18. 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.

  19. 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

  20. 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.

  1. 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.

  2. 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.

  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. 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. ...

  5. 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

  6. 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

  7. 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

  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. 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)

  10. 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...

  11. 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.

  12. 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.

  13. 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.

  14. 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

  15. 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...

  16. 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

  17. 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.

  18. 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.

  19. 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

  20. 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)

  1. 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.

  2. 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.

  3. 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

  4. 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

  5. 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.

  6. 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…

  7. 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.

  8. 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

  9. 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.

  10. 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

  11. 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...

  12. 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

  13. 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.

  14. 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.

  15. 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...

  16. 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

  17. 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.

  18. 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.

  19. Designing Project Management

    NARCIS (Netherlands)

    Heintz, John Linke; Lousberg, L.; Wamelink, J.W.F.; Saari, A.; Huovinen, P.

    2016-01-01

    In this paper we introduce the concept of Designing Project Management. On the basis of our earlier work, we suggest that there is still a gap between what is known from recent project management literature and what project managers can structurally help in the effectiveness of their work. Assuming

  20. MRS project management

    International Nuclear Information System (INIS)

    Doman, J.W.; Vlahakis, J.

    1992-01-01

    Management of projects under the control of the Office of Civilian Radioactive Waste Management within the Department of Energy is subject to overview by a variety of internal and external entities. This paper reports that effective project management often requires balancing of conflicting directions and conflicting agendas of the different entities in order to proceed with implementation of the Monitored Retrievable Storage project

  1. Web Project Management

    OpenAIRE

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

    2013-01-01

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

  2. 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

  3. 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

  4. 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

  5. Process-based project proposal risk management

    Directory of Open Access Journals (Sweden)

    Alok Kumar

    2016-12-01

    Full Text Available We all are aware of the organizational omnipresence. Projects within the organizations are ubiquitous too. Projects achieve their goals successfully if they are planned, scheduled, controlled and implemented well. The project lifecycle of initiating, planning, scheduling, controlling and implementing are very well-planned by project managers and the organizations. Successful projects have well-developed risk management plans to deal with situations impacting projects. Like any other organisation, a university does try to access funds for different purposes too. For such organisations, running a project is not the issue, rather getting a project proposal approved to fund a project is the key. Project proposal processing is done by the nodal office in every organisation. Usually, these nodal offices help in administration and submission of a project proposal for accessing funds. Seldom are these nodal project offices within the organizations facilitate a project proposal approval by proactively reaching out to the project managers. And as project managers prepare project proposals, little or no attention is made to prepare a project proposal risk plan so as to maximise project acquisition. Risk plans are submitted while preparing proposals but these risk plans cater to a requirement to address actual projects upon approval. Hence, a risk management plan for project proposal is either missing or very little effort is made to treat the risks inherent in project acquisition. This paper is an integral attempt to highlight the importance of risk treatment for project proposal stage as an extremely important step to preparing the risk management plan made for projects corresponding to their lifecycle phases. Several tools and techniques have been proposed in the paper to help and guide either the project owner (proposer or the main organisational unit responsible for project management. Development of tools and techniques to further enhance project

  6. 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

  7. 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)

  8. Project stakeholder management

    CERN Document Server

    Eskerod, Pernille

    2013-01-01

    Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful though contributions from stakeholders. And in the end, it is the stakeholders that evaluate whether they find that the project is a success. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. In Project Stakeholder Management, the authors give guidance on how to adopt an analytical and s

  9. 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.

  10. 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…

  11. 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

  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. 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...

  14. Managing project risks and uncertainties

    Directory of Open Access Journals (Sweden)

    Mike Mentis

    2015-01-01

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

  15. 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

  16. 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

  17. Managing Distributed Software Projects

    DEFF Research Database (Denmark)

    Persson, John Stouby

    Increasingly, software projects are becoming geographically distributed, with limited face-toface interaction between participants. These projects face particular challenges that need careful managerial attention. This PhD study reports on how we can understand and support the management...... of distributed software projects, based on a literature study and a case study. The main emphasis of the literature study was on how to support the management of distributed software projects, but also contributed to an understanding of these projects. The main emphasis of the case study was on how to understand...... the management of distributed software projects, but also contributed to supporting the management of these projects. The literature study integrates what we know about risks and risk-resolution techniques, into a framework for managing risks in distributed contexts. This framework was developed iteratively...

  18. 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....

  19. 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…

  20. Construction project management handbook.

    Science.gov (United States)

    2012-03-01

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

  1. Efficient Load Scheduling Method For Power Management

    Directory of Open Access Journals (Sweden)

    Vijo M Joy

    2015-08-01

    Full Text Available An efficient load scheduling method to meet varying power supply needs is presented in this paper. At peak load times the power generation system fails due to its instability. Traditionally we use load shedding process. In load shedding process disconnect the unnecessary and extra loads. The proposed method overcomes this problem by scheduling the load based on the requirement. Artificial neural networks are used for this optimal load scheduling process. For generate economic scheduling artificial neural network has been used because generation of power from each source is economically different. In this the total load required is the inputs of this network and the power generation from each source and power losses at the time of transmission are the output of the neural network. Training and programming of the artificial neural networks are done using MATLAB.

  2. 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...

  3. 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)

  4. Design project management mode as the introduction

    International Nuclear Information System (INIS)

    Zhang Xiaoping

    2014-01-01

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

  5. 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

  6. 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...

  7. Principles of project management

    Science.gov (United States)

    1982-01-01

    The basic principles of project management as practiced by NASA management personnel are presented. These principles are given as ground rules and guidelines to be used in the performance of research, development, construction or operational assignments.

  8. 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)

  9. 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.

  10. 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…

  11. 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.

  12. 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.

  13. 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...

  14. 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...

  15. 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.

  16. 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.

  17. 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.

  18. 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

  19. 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 ...

  20. 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.

  1. 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…

  2. 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.

  3. 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.

  4. 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

  5. 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

  6. 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.

  7. 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.

  8. Project Management Performance Drivers

    OpenAIRE

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

    2010-01-01

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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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...

  15. 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...

  16. 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.

  17. 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.

  18. 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

  19. 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

  20. 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...

  1. Organization of project management

    International Nuclear Information System (INIS)

    Schmidt, R.

    1975-01-01

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

  2. Ace Project as a Project Management Tool

    Science.gov (United States)

    Cline, Melinda; Guynes, Carl S.; Simard, Karine

    2010-01-01

    The primary challenge of project management is to achieve the project goals and objectives while adhering to project constraints--usually scope, quality, time and budget. The secondary challenge is to optimize the allocation and integration of resources necessary to meet pre-defined objectives. Project management software provides an active…

  3. HERMES project management I

    CERN Multimedia

    CERN. Geneva

    2013-01-01

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

  4. 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)

  5. Project management in health informatics.

    Science.gov (United States)

    Ho, Jessica

    2010-01-01

    This chapter gives an educational overview of: * the concept of project management and its role in modern management * the generic project lifecycle process * processes used in developing a plan for the management of resources - time, cost, physical resources and people * the concept of managing risk in projects * communication processes and practices that are important to the management of projects.

  6. 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.

  7. 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.

  8. Agile & Distributed Project Management

    DEFF Research Database (Denmark)

    Pries-Heje, Jan; Pries-Heje, Lene

    2011-01-01

    Scrum has gained surprising momentum as an agile IS project management approach. An obvious question is why Scrum is so useful? To answer that question we carried out a longitudinal study of a distributed project using Scrum. We analyzed the data using coding and categorisation and three carefully...... selected theoretical frameworks. Our conclusion in this paper is that Scrum is so useful because it provides effective communication in the form of boundary objects and boundary spanners, it provides effective social integration by building up social team capital, and it provides much needed control...... and coordination mechanisms by allowing both local and global articulation of work in the project. That is why Scrum is especially useful for distributed IS project management and teamwork....

  9. 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.

  10. 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

  11. 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

  12. Agile Project Portfolio Management

    DEFF Research Database (Denmark)

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

    2005-01-01

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

  13. Communication, Scheduling, and Resource Management in SINA

    NARCIS (Netherlands)

    Tripathi, A.; Aksit, Mehmet

    1988-01-01

    In this article we present the object-oriented constructs for communication and concurrent programming in the SINA programming language. The object encapsulation mechanism of SINA allows implementations of hierarchically structured resource management systems and alleviates some of the problems that

  14. Management of delayed nuclear power plant projects

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1999-09-01

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

  15. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    1999-09-01

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

  16. Project management tool

    Science.gov (United States)

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

    2009-01-01

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

  17. Management techniques that keep outages on schedule

    International Nuclear Information System (INIS)

    Taylor, R.B.

    1987-01-01

    During the immature operation of the Pickering Units 5 through 8, significant numbers of outages have been required to deal with warranty inspections and equipment problems. Techniques have been developed to ensure that outages are properly planned and managed so that outage time is minimized, overtime is minimized, and capacity factor is maximized, while ensuring that personnel safety is not compromised. Successful outage planning and execution requires the commitment of many on-station and off-station resources groups. Coordination of all of these groups is required both before and during the outage to ensure outage time is not lost due to unavailability of men or equipment at the time they are required. This paper details the control processes that must be used prior to, during, and after an outage to ensure that time is not lost unnecessarily during outages. Successful outage management at Pickering Nuclear Generating Station can be subdivided into three stages; preoutage planning, outage execution, and postoutage review

  18. 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.

  19. 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

  20. 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.

  1. 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

  2. Ensuring effective project management

    International Nuclear Information System (INIS)

    Ward, J.N.

    1980-01-01

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

  3. Exploring Project Management Education

    NARCIS (Netherlands)

    Steven Nijhuis

    2017-01-01

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

  4. Managing a sensitive project

    International Nuclear Information System (INIS)

    Etcheber, Pascal

    1998-01-01

    A 'sensitive' project needs to be managed differently from a 'normal' project. This statement might seem simple enough. However, it does not seem to be a simple task to prove it in twenty minutes. This paper is an attempt to share with the audience some of the experiences the company had dealing with sensitive projects. It describes what a sensitive project is, though of all people, the 'nuclear' should know. Then the common mistakes are described, that are made in the hoping that some personal experiences are recognised. Finally the company's strategy is shown, how we foster third party support and the main tools to be used. Ultimately, success is ensured by having a sufficient quantity of allies. A sensitive project does not die because it has too many opponents, but because it has too few allies. Finding and helping allies to act is the thrust of our activity. It enables sensitive projects which deserve to succeed to do so, where traditional management fails miserably

  5. Project Success in IT Project Management

    OpenAIRE

    Siddiqui, Farhan Ahmed

    2010-01-01

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

  6. 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)

  7. 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.

  8. 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...

  9. 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

  10. 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.

  11. 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.

  12. 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.

  13. 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...

  14. 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...

  15. Switchgear project meticulously managed.

    Science.gov (United States)

    Baillie, Jonathan

    2015-04-01

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

  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. 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.

  18. Project management and Enterprise systems

    DEFF Research Database (Denmark)

    Koch, Christian; Buhl, Henrik

    2006-01-01

    Implementing and Operating integrated Enterprise Systems are a multidimensional effort. It seriously challenges the IT supplier as well as the professional service provider client. The paper discuss these issues in a project management perspective. A framework for supporting project management...

  19. 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

  20. 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.

  1. It Is Not Just about the Schedule: Key Factors in Effective Reference Desk Scheduling and Management

    Science.gov (United States)

    Sciammarella, Susan; Fernandes, Maria Isabel; McKay, Devin

    2008-01-01

    Reference desk scheduling is one of the most challenging tasks in the organizational structure of an academic library. The ability to turn this challenge into a workable and effective function lies with the scheduler and indirectly the cooperation of all librarians scheduled for reference desk service. It is the scheduler's sensitivity to such…

  2. 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)

  3. 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.

  4. 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.

  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. Project Management Plan

    International Nuclear Information System (INIS)

    1988-01-01

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

  7. Nurse managers' challenges in project management.

    Science.gov (United States)

    Suhonen, Marjo; Paasivaara, Leena

    2011-11-01

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

  8. 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...

  9. Project Portfolio Management Applications Testing

    OpenAIRE

    Paul POCATILU

    2006-01-01

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

  10. 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

  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. 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.

  13. Rethinking Project Management in Denmark

    DEFF Research Database (Denmark)

    Svejvig, Per

    2012-01-01

    . The chapter argues for a rethinking process due to pervasiveness and complexity in the contemporary project environment where rethinking is needed in order to stay competitive. The suggested approach for the rethinking project management is a framing process where body of ideas is established......Projects are everywhere across different sectors, industries and countries. Project management is no longer a sub-discipline of engineering and other rather technical disciplines but is also used for many other purposes. Even though practice has changed dramatically over the years, the models...... and methodologies for project management has been fairly static and has therefore received substantial criticism for a lack of relevance to practice. Several scholars have therefore started to think more widely about projects and project management conceptualized as rethinking project management. However this theme...

  14. Management of research and development project

    International Nuclear Information System (INIS)

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

    2010-12-01

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

  15. 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

  16. 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.

  17. 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,…

  18. 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.

  19. 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)

  20. Next Generation Nuclear Plant Project Preliminary Project Management Plan

    International Nuclear Information System (INIS)

    Dennis J. Harrell

    2006-01-01

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

  1. Global Project Management: Graduate Course

    National Research Council Canada - National Science Library

    Beranek, Thomas R

    2006-01-01

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

  2. 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.

  3. Managing Small Spacecraft Projects: Less is Not Easier

    Science.gov (United States)

    Barley, Bryan; Newhouse, Marilyn

    2012-01-01

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

  4. 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…

  5. 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)

  6. Generator scheduling under competitive environment using Memory Management Algorithm

    Directory of Open Access Journals (Sweden)

    A. Amudha

    2013-09-01

    Full Text Available This paper presents a new approach for Real-Time Application of Profit Based Unit Commitment using Memory Management Algorithm. The main objective of the restructured system is to maximize its own profit without the responsibility of satisfying the forecasted demand. The Profit Based Unit Commitment (PBUC is solved by Memory Management Algorithm (MMA in Real-Time Application. MMA approach is introduced in this paper considering power and reserve generation. The proposed method MMA uses Best Fit and Worst Fit allocation for generator scheduling in order to receive the maximum profit by considering the softer demand. Also, this method gives an idea regarding how much power and reserve should be sold in markets. The proposed approach has been tested on a power system with 2, 3, and 10 generating units. Simulation results of the proposed approach have been compared with the existing methods.

  7. 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.

  8. 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.

  9. 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

  10. Mobile Project Management

    Directory of Open Access Journals (Sweden)

    Catalin BOJA

    2006-01-01

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

  11. Making sense of project management

    DEFF Research Database (Denmark)

    Kjærgaard, Annemette; Kautz, Karl; Nielsen, Peter Axel

    2007-01-01

    How can a software company make sense of project management when it becomes involved in software process improvement? In software development most research has an instrumental view of knowledge management thus neglecting what is probably the most important part of knowledge management namely making...... sense of practice by developers and project managers. Through an action case, we study the knowledge management processes in a Danish software company. We analyse the case through the lens of a theoretical framework. The theoretical framework focuses in particular on sensemaking, collective construed...... substantial insight which could not have been achieved through an instrumental perspective on knowledge management....

  12. Project Management Personnel Competencies Evaluation

    Directory of Open Access Journals (Sweden)

    Paul POCATILU

    2006-01-01

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

  13. 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.

  14. 6 Project-Management Tips

    Science.gov (United States)

    Demski, Jennifer

    2012-01-01

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

  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. Managing regional innovation strategy projects

    OpenAIRE

    Wolf, Patricia; Hanisch, Christoph

    2014-01-01

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

  17. Methodologies used in Project Management

    OpenAIRE

    UNGUREANU, Adrian; UNGUREANU, Anca

    2014-01-01

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

  18. EDUCATIONAL PROJECTS STAKEHOLDER MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Юлія Юріївна ГУСЄВА

    2016-02-01

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

  19. 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

  20. Waste Management Process Improvement Project

    International Nuclear Information System (INIS)

    Atwood, J.; Borden, G.; Rangel, G. R.

    2002-01-01

    The Bechtel Hanford-led Environmental Restoration Contractor team's Waste Management Process Improvement Project is working diligently with the U.S. Department of Energy's (DOE) Richland Operations Office to improve the waste management process to meet DOE's need for an efficient, cost-effective program for the management of dangerous, low-level and mixed-low-level waste. Additionally the program must meet all applicable regulatory requirements. The need for improvement was highlighted when a change in the Groundwater/Vadose Zone Integration Project's waste management practices resulted in a larger amount of waste being generated than the waste management organization had been set up to handle

  1. Information management for decommissioning projects

    International Nuclear Information System (INIS)

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

    2011-01-01

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

  2. 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)

  3. 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)

  4. 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)

  5. TRU Waste Management Program. Cost/schedule optimization analysis

    International Nuclear Information System (INIS)

    Detamore, J.A.; Raudenbush, M.H.; Wolaver, R.W.; Hastings, G.A.

    1985-10-01

    This Current Year Work Plan presents in detail a description of the activities to be performed by the Joint Integration Office Rockwell International (JIO/RI) during FY86. It breaks down the activities into two major work areas: Program Management and Program Analysis. Program Management is performed by the JIO/RI by providing technical planning and guidance for the development of advanced TRU waste management capabilities. This includes equipment/facility design, engineering, construction, and operations. These functions are integrated to allow transition from interim storage to final disposition. JIO/RI tasks include program requirements identification, long-range technical planning, budget development, program planning document preparation, task guidance development, task monitoring, task progress information gathering and reporting to DOE, interfacing with other agencies and DOE lead programs, integrating public involvement with program efforts, and preparation of reports for DOE detailing program status. Program Analysis is performed by the JIO/RI to support identification and assessment of alternatives, and development of long-term TRU waste program capabilities. These analyses include short-term analyses in response to DOE information requests, along with performing an RH Cost/Schedule Optimization report. Systems models will be developed, updated, and upgraded as needed to enhance JIO/RI's capability to evaluate the adequacy of program efforts in various fields. A TRU program data base will be maintained and updated to provide DOE with timely responses to inventory related questions

  6. 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.

  7. 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. .

  8. 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.

  9. 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...

  10. Agile Project Management with Scrum

    CERN Document Server

    Schwaber, Ken

    2009-01-01

    The rules and practices for Scrum-a simple process for managing complex projects-are few, straightforward, and easy to learn. But Scrum's simplicity itself-its lack of prescription-can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons-the successes and failures-culled from his years of experience coaching companies in agile project management. Through them, you'll understand how to

  11. PROJECT MANAGER SKILLS, RISK MANAGEMENT TOOLS

    Directory of Open Access Journals (Sweden)

    Vladut Iacob

    2013-12-01

    Full Text Available Although the projects are different from each other there are many common things that contribute to their success. Looked overall, the success of a project is the result of a multitude of factors. This person is considered the "engine" of the project. The man who makes the action set for the achievement of project objectives to be brought to an end. The project manager must have the technical knowledge and economic diverse. He should be able to choose a team and lead. You must be tenacious, combative, to know how to communicate both within the team and beyond. In a word, the project manager must have an impressive stock of knowledge, skills and abilities and appreciate as Peter Drucker, to "exist for the organization. To be its servant. Any management who forget this will only cause damage to the organization. "This study will focus on highlighting the skills of the project manager and their role in managing difficult situations or risk.

  12. 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)

  13. 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.

  14. 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.

  15. 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

  16. Agile project management managing for success

    CERN Document Server

    Crowder, James A

    2015-01-01

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

  17. Knowledge Model: Project Knowledge Management

    DEFF Research Database (Denmark)

    Durao, Frederico; Dolog, Peter; Grolin, Daniel

    2009-01-01

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

  18. Towards rethinking Project portfolio management

    DEFF Research Database (Denmark)

    Hansen, Lars Kristian; Svejvig, Per

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

  19. 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

  20. 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.

  1. 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

  2. RISK MANAGEMENT USING PROJECT RECON

    Science.gov (United States)

    2016-11-28

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

  3. Project management of radwaste retrofits

    International Nuclear Information System (INIS)

    Vaught, D.L.

    1988-01-01

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

  4. 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

  5. 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.

  6. Management Of Building Projects

    OpenAIRE

    Niko Majdandzic; Tadija Lovric; Vido Peric

    2006-01-01

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

  7. 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.

  8. 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)

  9. 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)

  10. Strategic Management of Large Projects

    Institute of Scientific and Technical Information of China (English)

    WangYingluo; LiuYi; LiYuan

    2004-01-01

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

  11. Project management in crisis situations

    Directory of Open Access Journals (Sweden)

    Agnieszka Goździewska-Nowicka

    2017-05-01

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

  12. Common project energy change. The schedule to the success

    International Nuclear Information System (INIS)

    Bartosch, Ulrich; Hennicke, Peter; Weiger, Hubert

    2014-01-01

    The energy change is the most important common work of the German after-war history. And it offers a unique collective field of learning, how the socio-ecological transformation can be converted in practice. If the energy change succeeds in an industrial country like Germany, many other countries can follow this example. The Bund fuer Umwelt und Naturschutz Deutschland (BUND) and the Vereinigung Deutscher Wissenschaftler (VDW) show as editors, what now must be done in order that the energy change becomes a success. Because currently threatens the energy change to be slowed down by the policy and talked to death by many stakeholders in the industry. This book demonstrates why the energy change is necessary and how it can succeed. It shows what has to be done and wants to use the existing enthusiasm in order to lead the common project energy change jointly to success. What is needed is a long-term policy that finally takes the reduction of energy consumption in attack.

  13. Document Management Projects: implementation guide

    OpenAIRE

    Beatriz Bagoin Guimarães

    2016-01-01

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

  14. 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)

  15. Waste Management Project Contingency Analysis

    International Nuclear Information System (INIS)

    Edward L. Parsons, Jr.

    1999-01-01

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

  16. 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

  17. Document Management Projects: implementation guide

    Directory of Open Access Journals (Sweden)

    Beatriz Bagoin Guimarães

    2016-12-01

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

  18. 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

  19. Planning and Managing Drupal Projects

    CERN Document Server

    Nordin, Dani

    2011-01-01

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

  20. 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....

  1. 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.

  2. 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...

  3. 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.

  4. 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 ...

  5. 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...

  6. 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.

  7. 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

  8. 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.

  9. Project management at a university

    Science.gov (United States)

    Eaton, Joel A.

    2006-06-01

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

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

    Science.gov (United States)

    2010-12-01

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

  11. Project Management 2027; The Future of Project Management

    NARCIS (Netherlands)

    Drs. A.J.G. Silvius

    2008-01-01

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

  12. 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

  13. 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

  14. 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.

  15. 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.

  16. 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 ...

  17. 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....

  18. Managing projects a team-based approach

    CERN Document Server

    Brown, Karen A

    2010-01-01

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

  19. 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.

  20. 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.

  1. 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.

  2. 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.

  3. Software Tools Streamline Project Management

    Science.gov (United States)

    2009-01-01

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

  4. 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

  5. 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.

  6. 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

  7. Project management as steppingstone of enterprises

    OpenAIRE

    Andreeva, T.; Petrovska, T.; Tytar, T.

    2011-01-01

    Actual problems of project management in enterprises in order to achieve their goals. The basic members of the organization and implementation of project and the methodology for their implementation. The basic principles of project management are included.

  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. 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...

  10. 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...

  11. Risk Management of NASA Projects

    Science.gov (United States)

    Sarper, Hueseyin

    1997-01-01

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

  12. 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.

  13. 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

  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. 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...

  16. 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.

  17. 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.

  18. 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.

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

    African Journals Online (AJOL)

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

  20. 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

  1. 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.

  2. 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.

  3. 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

  4. Oil sands tailings management project

    Energy Technology Data Exchange (ETDEWEB)

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

    2010-11-15

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

  5. Oil sands tailings management project

    International Nuclear Information System (INIS)

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

    2010-11-01

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

  6. 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.

  7. Scheduling models in farm management : a new approach

    NARCIS (Netherlands)

    Wijngaard, P.J.M.

    1988-01-01

    Three operational planning models to calculate schedules for an arable farm are examined. These models are a linear programming model, a dynamic programming model and a simulation model. They are examined at different levels of aggregation and relaxation in a retrospective way. Also a

  8. Breakthrough Propulsion Physics Project: Project Management Methods

    Science.gov (United States)

    Millis, Marc G.

    2004-01-01

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

  9. 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.

  10. 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

  11. 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

  12. [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.

  13. 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.

  14. 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...

  15. Managing MDO Software Development Projects

    Science.gov (United States)

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

    2002-01-01

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

  16. 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....

  17. 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.

  18. Essentials of Project and Systems Engineering Management

    CERN Document Server

    Eisner, Howard S

    2008-01-01

    The Third Edition of Essentials of Project and Systems Engineering Management enables readers to manage the design, development, and engineering of systems effectively and efficiently. The book both defines and describes the essentials of project and systems engineering management and, moreover, shows the critical relationship and interconnection between project management and systems engineering. The author's comprehensive presentation has proven successful in enabling both engineers and project managers to understand their roles, collaborate, and quickly grasp and apply all the basic princip

  19. 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...

  20. EoC Study Update to Examine the Cost, Schedule and Technical Changes to NASA Projects

    Science.gov (United States)

    Bitten, Bob; Emmons, Debra; Shinn, Stephen; Scolese, Chris

    2018-01-01

    The original National Aeronautics and Space Administration (NASA) Explanation of Change (EoC) study was conducted in 2010 to understand the underlying causes of cost and schedule growth. The first study consisted of 25 missions launched from 2000 to 2010 and looked at the events that led to growth. These events were categorized into different bins that were rolled up to quantify whether the growth was due to internal planning, or internal execution, or from external forces and found that the growth was evenly distributed among those three categories. The result of the study presented nine considerations focused at reducing growth due to project external events and internal planning events. Although no one 'magic bullet' consideration was discovered in the previous work, the nine considerations taken as a whole were postulated to help reduce cost and schedule change in future NASA missions. A recent update was conducted that included investigating 8 missions developed since the previous study to determine if the results were different. Cost, schedule, and mass increases were analyzed from the start of Phase B through Preliminary Design Review and Critical Design Review to Launch. As shown in this paper, the results are better with overall cost and schedule growth being reduced. The paper will show a comparison of the previous results to the updated results to show specific reductions and provide an explanation of which recommendations were followed.

  1. 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...

  2. 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)

  3. 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.

  4. 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

  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. 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. 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.

  8. 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

  9. 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.

  10. The Kozloduy project management unit

    International Nuclear Information System (INIS)

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

    2004-01-01

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

  11. Project Management Communication 2.0

    DEFF Research Database (Denmark)

    Berggreen, Line; Kampf, Constance Elizabeth

    2015-01-01

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

  12. Project Management – Multi-perspective Leadership

    DEFF Research Database (Denmark)

    Riis, Eva

    2014-01-01

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

  13. Project management in the library workplace

    CERN Document Server

    Daugherty, Alice

    2018-01-01

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

  14. Risk management in product innovation projects

    NARCIS (Netherlands)

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

    1993-01-01

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

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

    African Journals Online (AJOL)

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

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

    OpenAIRE

    Uusitalo, Jenni

    2013-01-01

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

  17. 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

  18. 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

  19. 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.

  20. 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...

  1. 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

  2. Spent Nuclear Fuel Project Safety Management Plan

    International Nuclear Information System (INIS)

    Garvin, L.J.

    1996-02-01

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

  3. Development of funding project risk management tools.

    Science.gov (United States)

    2013-11-01

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

  4. 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...

  5. 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...

  6. 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...

  7. Finance and supply management project execution plan

    Energy Technology Data Exchange (ETDEWEB)

    BENNION, S.I.

    1999-02-10

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

  8. The evolution of the project management

    Directory of Open Access Journals (Sweden)

    Catalin Drob

    2009-12-01

    Full Text Available Project management has appeared and developed based on scientific management theory during the '50s-'60s of the last century. After the 1990s of the last century, we can say that project management has truly become an independent discipline, which has a huge impact on the success or failure of companies which are engaged in major projects.

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

    NARCIS (Netherlands)

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

    2016-01-01

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

  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. 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

  12. 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

  13. 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.

  14. Female Project Managers' Workplace Problems: a Survey

    Science.gov (United States)

    Duong, Thuong Thi; Skitmore, Martin

    This article examines the extent to which challenges in the workplace may cause female project managers to be in a significantly small minority. A survey of members of the Australian Institute of Project Management in Queensland is described. This compares the experiences and observations of both men and women on various issues related to technical and gender aspects in project management workplaces. The results show that although female project managers experience many problems, male project managers also experience most of the same problems. Likewise, there are also few differences between more and less experience, the level of management, and types of industries. The differences that do occur involve discrimination against women in general, differences in project management styles, and support from other project managers.

  15. 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

  16. 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

  17. 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...

  18. 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

  19. 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)

  20. An Adaptive Large Neighborhood Search Algorithm for the Resource-constrained Project Scheduling Problem

    DEFF Research Database (Denmark)

    Muller, Laurent Flindt

    2009-01-01

    We present an application of an Adaptive Large Neighborhood Search (ALNS) algorithm to the Resource-constrained Project Scheduling Problem (RCPSP). The ALNS framework was first proposed by Pisinger and Røpke [19] and can be described as a large neighborhood search algorithm with an adaptive layer......, where a set of destroy/repair neighborhoods compete to modify the current solution in each iteration of the algorithm. Experiments are performed on the wellknown J30, J60 and J120 benchmark instances, which show that the proposed algorithm is competitive and confirms the strength of the ALNS framework...

  1. 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.

  2. 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...

  3. 97 Things Every Project Manager Should Know

    CERN Document Server

    Davis, Barbee

    2009-01-01

    If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how these professionals have dealt with everything from managing teams to handling project stakeholders to runaway meetings and more. While this book highlights software projects, its w

  4. 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

  5. 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.

  6. 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...

  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

    2018-01-01

    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

  8. 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.

  9. 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.

  10. Transportation engineering project management : survey of practice.

    Science.gov (United States)

    2017-01-01

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

  11. Do Projects Really End Late? On the Shortcomings of the Classical Scheduling Techniques

    Science.gov (United States)

    Ballesteros-Pérez, Pablo; Larsen, Graeme D.; González-Cruz, Maria C.

    2018-01-01

    Many engineering projects fail to meet their planned completion dates in real practice. This is 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…

  12. Project Management Plan (PMP) for Work Management Implementation

    International Nuclear Information System (INIS)

    SHIPLER, C.E.

    2000-01-01

    The purpose of this document is to provide a project plan for Work Management Implementation by the River Protection Project (RPP). Work Management is an information initiative to implement industry best practices by replacing some Tank Farm legacy system

  13. 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.

  14. Apply Lean Thinking in Project Management

    OpenAIRE

    Pham Ngoc, Lan

    2015-01-01

    The purpose of this thesis was to study the effects of Lean Thinking in Project Management and how applying Lean Project Management could enhance the productivity of project work. The study was carried using theoretical research and collecting empirical data from three interviews and one case study at a local company. At the end of the study, the major project management problems at the company were identified and analyzed following Lean Principles. It was also pointed out where there...

  15. 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.

  16. Optimal Scheduling of Railway Track Possessions in Large-Scale Projects with Multiple Construction Works

    DEFF Research Database (Denmark)

    Li, Rui; Roberti, Roberto

    2017-01-01

    satisfying different operational constraints and minimizing the total construction cost. To find an optimal solution of the RTPSP, this paper proposes an approach that, first, transfers the nominal market prices into track-possession-based real prices, and then generates a schedule of the construction works...... by solving a mixed-integer linear-programming model for the given track blocking proposal. The proposed approach is tested on a real-life case study from the Danish railway infrastructure manager. The results show that, in 2 h of computing time, the approach is able to provide solutions that are within 0...

  17. Culture and conflict management style of international project managers

    OpenAIRE

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

    2008-01-01

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

  18. 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.

  19. The Fleet Application for Scheduling and Tracking (FAST) Management Website

    Science.gov (United States)

    Marrero-Perez, Radames J.

    2014-01-01

    The FAST application was designed to replace the paper and pen method of checking out and checking in GSA Vehicles at KSC. By innovating from a paper and pen based checkout system to a fully digital one, not only the resources wasted by printing the checkout forms have been reduced, but it also reduces significantly the time that users and fleet managers need to interact with the system as well as improving the record accuracy for each vehicle. The vehicle information is pulled from a centralized database server in the SPSDL. In an attempt to add a new feature to the FAST application, the author of this report (alongside the FAST developers) has been designing and developing the FAST Management Website. The GSA fleet managers had to rely on the FAST developers in order to add new vehicles, edit vehicles and previous transactions, or for generating vehicles reports. By providing an easy-to-use FAST Management Website portal, the GSA fleet managers are now able to easily move vehicles, edit records, and print reports.

  20. Open Source Approach to Project Management Tools

    Directory of Open Access Journals (Sweden)

    Romeo MARGEA

    2011-01-01

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

  1. MULTIPLE PROJECT MANAGEMENT IN THE CONSTRUCTION INDSUTRY

    Directory of Open Access Journals (Sweden)

    Luciana Hazin Alencar

    2010-06-01

    Full Text Available The field of project management has historically focused on the administration of one project at a time, a focus that is insufficient given the growing need for organizations to manage multiple projects simultaneously. The requirements of Multiple Project Management (MPM involves demands and practices that are different from those of single projects. MPM poses a special need for coordination of shared resources across multiple projects in a way that can maintain the firm’s strategic focus and facilitate effective decision making. The construction industry is noteworthy for its frequent need for the management of multiple projects. This paper offers a review of the last five years of indexed literature related to multiple project management in the construction industry, identifies gaps and suggests promising new avenues of inquiry.

  2. MANAGING INNOVATION PROJECTS USING DISTRIBUTION LOGISTICS

    Directory of Open Access Journals (Sweden)

    Erika Loučanová

    2015-12-01

    Full Text Available A significant part of innovation projects management is the distribution logistics. From the point of view of time and material content, the properly chosen way of distribution is one of many factors for success of the project and innovation creation itself. The paper points out the fundamental basis of innovation management in the stage of its realization referring to the importance of distribution logistics in this part of innovation project management. Distribution logistics in the project management provides comprehensive solutions to efficiency of tangible relocating processes in all connections and mutual relations of project in order to maintain compliance between economy and business when implementing innovations.

  3. 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

  4. 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

  5. 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...

  6. Project Management in Real Time: A Service-Learning Project

    Science.gov (United States)

    Larson, Erik; Drexler, John A., Jr.

    2010-01-01

    This article describes a service-learning assignment for a project management course. It is designed to facilitate hands-on student learning of both the technical and the interpersonal aspects of project management, and it involves student engagement with real customers and real stakeholders in the creation of real events with real outcomes. As…

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

    International Nuclear Information System (INIS)

    1994-09-01

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

  8. 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...

  9. 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)

  10. 43 CFR 418.29 - Project management.

    Science.gov (United States)

    2010-10-01

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

  11. Graduate Student Project: Operations Management Product Plan

    Science.gov (United States)

    Fish, Lynn

    2007-01-01

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

  12. Basic Project Management Methodologies for Survey Researchers.

    Science.gov (United States)

    Beach, Robert H.

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

  13. SIMULATION OF ORGANIZATIONAL ILLNESSES IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Денис Антонович ХАРИТОНОВ

    2015-05-01

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

  14. 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.

  15. 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.

  16. Software project management in a changing world

    CERN Document Server

    Ruhe, Günther

    2014-01-01

    By bringing together various current direc­tions, Software Project Management in a Changing World focuses on how people and organizations can make their processes more change-adaptive. The selected chapters closely correspond to the project management knowledge areas introduced by the Project Management Body of Knowledge, including its extension for managing software projects. The contributions are grouped into four parts, preceded by a general introduction. Part I "Fundamentals" provides in-depth insights into fundamental topics including resource allocation, cost estimation and risk manage

  17. Amine Swingbed Payload Project Management

    Science.gov (United States)

    Walsch, Mary; Curley, Su

    2013-01-01

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

  18. 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...

  19. 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

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

    National Research Council Canada - National Science Library

    Lewis, James P

    2007-01-01

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

  1. Status of Project Management Education in Pakistan

    Science.gov (United States)

    Arain, Faisal Manzoor; Tipu, Syed Awais Ahmad

    2009-01-01

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

  2. Distributed project scheduling at NASA: Requirements for manual protocols and computer-based support

    Science.gov (United States)

    Richards, Stephen F.

    1992-01-01

    The increasing complexity of space operations and the inclusion of interorganizational and international groups in the planning and control of space missions lead to requirements for greater communication, coordination, and cooperation among mission schedulers. These schedulers must jointly allocate scarce shared resources among the various operational and mission oriented activities while adhering to all constraints. This scheduling environment is complicated by such factors as the presence of varying perspectives and conflicting objectives among the schedulers, the need for different schedulers to work in parallel, and limited communication among schedulers. Smooth interaction among schedulers requires the use of protocols that govern such issues as resource sharing, authority to update the schedule, and communication of updates. This paper addresses the development and characteristics of such protocols and their use in a distributed scheduling environment that incorporates computer-aided scheduling tools. An example problem is drawn from the domain of Space Shuttle mission planning.

  3. Towards Signalling Maintenance Scheduling for European Railway Traffic Management System

    DEFF Research Database (Denmark)

    M. Pour, Shahrzad

    signalling system. Therefore, the entire maintenance system needs to change from the previous system to the newest system, and hence, new optimisation techniques need to be established so as to facilitate managers in creating ideal maintenance strategies. The aim of this thesis is to develop new maintenance......The European Railway Traffic Management System (ERTMS) is the newest signalling standard that has been introduced in the railway industry. The aim of ERTMS is to ensure better signalling communication amongst various train systems, and hence, to help in attaining improved connectivity and commuting...... between European countries. In various countries across the world, there is a gradual shift from the current signalling systems to ERTMS. Amongst the European countries, Denmark was the first country to commence a full upgrading of its signalling system to ERTMS. A variety of maintenance requirements...

  4. 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.

  5. 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.

  6. 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

  7. Construction project management handbook : September 2009.

    Science.gov (United States)

    2009-09-01

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

  8. Electronic Resources Management Project Presentation 2012

    KAUST Repository

    Ramli, Rindra M.

    2012-01-01

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

  9. Managing risks in the project pipeline.

    Science.gov (United States)

    2013-08-01

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

  10. Client's Constraining Factors to Construction Project Management

    African Journals Online (AJOL)

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

  11. 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.

  12. IT project management 30 steps to success

    CERN Document Server

    Doraiswamy, Premanand

    2011-01-01

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

  13. Early warnings : a phenomenon in project management

    OpenAIRE

    Nikander, Ilmari O.

    2002-01-01

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

  14. Risk Management and Uncertainty in Infrastructure Projects

    DEFF Research Database (Denmark)

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

    2014-01-01

    The assumption that large complex projects should be managed in order to reduce uncertainty and increase predictability is not new. What is relatively new, however, is that uncertainty reduction can and should be obtained through formal risk management approaches. We question both assumptions...... by addressing a more fundamental question about the role of knowledge in current risk management practices. Inquiries into the predominant approaches to risk management in large infrastructure and construction projects reveal their assumptions about knowledge and we discuss the ramifications these have...... for project and construction management. Our argument and claim is that predominant risk management approaches tends to reinforce conventional ideas of project control whilst undermining other notions of value and relevance of built assets and project management process. These approaches fail to consider...

  15. Optimization Model for Capacity Management and Bed Scheduling for Hospital

    Science.gov (United States)

    Sitepu, Suryati; Mawengkang, Herman; Husein, Ismail

    2018-01-01

    Hospital is a very important institution to provide health care for people. It is not surprising that nowadays the people’s demands for hospital is increasing.. However, due to the rising cost of healthcare services, hospitals need to consider efficiencies in order to overcome these two problems. This paper deals with an integrated strategy of staff capacity management and bed allocation planning to tackle these problems. Mathematically, the strategy can be modeled as an integer linear programming problem. We solve the model using a direct neighborhood search approach, based on the notion of superbasic variables.

  16. Changing Pedagogical Means in Project Management

    DEFF Research Database (Denmark)

    Thorsteinsson, Uffe

    1998-01-01

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

  17. Managing complex industrial change through projects

    OpenAIRE

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

    2010-01-01

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

  18. Project as a System and its Management

    Directory of Open Access Journals (Sweden)

    Jiří Skalický

    2017-06-01

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

  19. 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…

  20. Lifecycle management for nuclear engineering project documents

    International Nuclear Information System (INIS)

    Zhang Li; Zhang Ming; Zhang Ling

    2010-01-01

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

  1. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

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

  2. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

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

  3. 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

  4. 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

  5. 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

  6. 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)

  7. 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)

  8. AFSC Laboratory Management Information Requirements Project

    National Research Council Canada - National Science Library

    1982-01-01

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

  9. An alternate property tax program requiring a forest management plan and scheduled harvesting

    Science.gov (United States)

    D.F. Dennis; P.E. Sendak

    1991-01-01

    Vermont's Use Value Appraisal property tax program, designed to address problems such as tax inequity and forced development caused by taxing agricultural and forest land based on speculative values, requires a forest management plan and scheduled harvests. A probit analysis of enrollment provides evidence of the program's success in attracting large parcels...

  10. Systems approach to project risk management

    Energy Technology Data Exchange (ETDEWEB)

    Kindinger, J. P. (John P.)

    2002-01-01

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

  11. INFORMATION TECHNOLOGY IN INVESTMENT PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Vjacheslav A. Kozlov

    2014-01-01

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

  12. 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.

  13. Spent Nuclear Fuel Project dose management plan

    International Nuclear Information System (INIS)

    Bergsman, K.H.

    1996-03-01

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

  14. The Management of Projects and Product Experimentation

    DEFF Research Database (Denmark)

    Lorenzen, Mark; Frederiksen, Lars

    2005-01-01

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

  15. 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…

  16. 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…

  17. DIPLOMA PROJECT TEAM WORK MANAGEMENT

    Directory of Open Access Journals (Sweden)

    V. S. Kruglyk

    2014-04-01

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

  18. 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.

  19. Measures to improve nuclear power project management

    International Nuclear Information System (INIS)

    Ma Xinchao

    2012-01-01

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

  20. [Review of the 2016 Swiss immunization schedule and technology update for improving vaccine management].

    Science.gov (United States)

    Diana, Alessandro

    2016-05-11

    The 2016 immunization schedule published by the Swiss Federal Office of Public Health includes three new clauses: reimbursement of the additional Human Papillomavirus (HPV) vaccination in young males (11-26 years) as recommended by local canton programs, the end of franchise exemption for the measles, mumps and rubella (MMR) vaccination, and the creation of a new system of indemnities and moral compensation in the event of personal injury resulting from vaccinations. This article presents the main features of the 2016 immunization schedule with details of the technology available to physicians to improve vaccine management.

  1. Applied software risk management a guide for software project managers

    CERN Document Server

    Pandian, C Ravindranath

    2006-01-01

    Few software projects are completed on time, on budget, and to their original specifications. Focusing on what practitioners need to know about risk in the pursuit of delivering software projects, Applied Software Risk Management: A Guide for Software Project Managers covers key components of the risk management process and the software development process, as well as best practices for software risk identification, risk planning, and risk analysis. Written in a clear and concise manner, this resource presents concepts and practical insight into managing risk. It first covers risk-driven project management, risk management processes, risk attributes, risk identification, and risk analysis. The book continues by examining responses to risk, the tracking and modeling of risks, intelligence gathering, and integrated risk management. It concludes with details on drafting and implementing procedures. A diary of a risk manager provides insight in implementing risk management processes.Bringing together concepts ...

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

    Data.gov (United States)

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

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

    OpenAIRE

    Chen, Ruey-Maw; Wang, Chuin-Mu

    2011-01-01

    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 multimo...

  4. 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.

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

    National Research Council Canada - National Science Library

    Patton, Nanette; Shechet, Allan

    2007-01-01

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

  6. 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.

  7. 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.

  8. Spent Nuclear Fuel Project Configuration Management Plan

    International Nuclear Information System (INIS)

    Reilly, M.A.

    1995-01-01

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

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

    African Journals Online (AJOL)

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

  10. Sustainability in Project Management: Reality Bites

    NARCIS (Netherlands)

    Gilbert Gilbert Silvius; Ron Schipper; Snezana Nedeski

    2012-01-01

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

  11. Nuclear power project management information system

    International Nuclear Information System (INIS)

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

    2001-01-01

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

  12. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-04-01

    Full Text Available Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in or- ganization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project manage- ment maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability. Adapting the Project Management Maturity Model (ProMMM, a survey instrument has been developed and ap- plied to professionals from Jakarta and surrounding area. The result of analysis shows that con- struction and primary industry have a higher maturity level compare to manufacturing and servic- es. It is to be noted, however, that the level of project management understanding is low across in- dustries. This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia.

  13. Improvement of Construction Project Management Processes

    Directory of Open Access Journals (Sweden)

    Nazarko, J.

    2017-07-01

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

  14. Environmental Restoration Project - Systems Engineering Management Plan

    International Nuclear Information System (INIS)

    Anderson, T.D.

    1998-06-01

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

  15. Reflexive project management in high-abition projects

    NARCIS (Netherlands)

    Loeber, Anne; Vermeulen, T.

    2016-01-01

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

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

    African Journals Online (AJOL)

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

  17. INTEGRATION OF PROGRESS STRATEGY IN PROJECT MANAGEMENT

    OpenAIRE

    Дмитрий Георгиевич БЕЗУГЛЫЙ

    2015-01-01

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

  18. Communication Scaffolds for Project Management in PBL

    Science.gov (United States)

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

    2017-01-01

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

  19. 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…

  20. Project Management in the Finnish Music Industry

    OpenAIRE

    Hypén, Joel

    2009-01-01

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

  1. 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.

  2. Project management training : final report.

    Science.gov (United States)

    2011-01-01

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

  3. Project management training : [technical summary].

    Science.gov (United States)

    2011-01-01

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

  4. Making Things Happen Mastering Project Management

    CERN Document Server

    Berkun, Scott

    2008-01-01

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

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

    Science.gov (United States)

    2011-12-12

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

  6. 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

  7. Project management in interior design services

    OpenAIRE

    Şahinoglu, Alp

    1997-01-01

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

  8. 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

  9. 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...

  10. Project network-oriented materials management policy for complex projects

    DEFF Research Database (Denmark)

    Dixit, Vijaya; Srivastava, Rajiv K; Chaudhuri, Atanu

    2015-01-01

    This work devises a materials management policy integrated with project network characteristics of complex projects. It proposes a relative quantitative measure, overall criticality (OC), for prioritisation of items based on penalty incurred due to their non-availability. In complex projects...... managerial tacit knowledge which provides them enough flexibility to provide information in real form. Computed OC values can be used for items prioritisation and as shortage cost coefficient in inventory models. The revised materials management policy was applied to a shipbuilding project. OC values were......, practicing managers find it difficult to measure OC of items because of the subjective factors and intractable nature of penalties involved. However, using their experience, they can linguistically identify the antecedents and relate them to consequent OC. This work adopts Fuzzy Set Theory to capture...

  11. 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)

  12. 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.

  13. 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...

  14. 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.

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

    OpenAIRE

    Nadia Carmen ENE

    2005-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Богдан Владимирович ГАЙДАБРУС

    2015-05-01

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

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

    OpenAIRE

    Богдан Владимирович ГАЙДАБРУС; Евгений Анатольевич ДРУЖИНИН

    2015-01-01

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

  18. Day-Ahead Scheduling of a Photovoltaic Plant by the Energy Management of a Storage System

    DEFF Research Database (Denmark)

    Marinelli, Mattia; Sossan, Fabrizio; Isleifsson, Fridrik Rafn

    2013-01-01

    The paper discusses and describes a system for energy management of a 10 kW PV plant coupled with a 15 kW - 190 kWh storage system. The overall idea is, by knowing the meteorological forecast for the next 24h, to dispatch the PV system and to be able to grant the scheduled hourly energy profile...... by a proper management of the storage. Due to forecast inaccuracies, the energy manager controls the storage in order to ensure that the plan for hourly energy production is respected, minimizing the storage itself usage. The experimental study is carried out in SYSLAB, a distributed power system test...

  19. Framework for managing uncertainty in property projects

    NARCIS (Netherlands)

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

    2008-01-01

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

  20. 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