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.

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.

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…

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.

Time to Innovate: Reflections and Recommendations on Time Management for Innovation Managers

Directory of Open Access Journals (Sweden)

Robert J. Crawhall

2013-09-01

Full Text Available Effective time management is a critical success factor for most projects; however, it is particularly challenging for projects involving substantial innovation. For most projects, time (i.e., the schedule becomes a management "red flag" that signals when something goes wrong or gets out of control. The challenge for projects involving significant innovation is that one or more critical activities may be of an unknown duration or involve factors outside the normal design process and require "red flagging" from the outset. Managers of innovation projects have to distinguish between those activities or work packets that are a part of “business as usual” and those that involve innovation. They must identify and quantify the schedule risks and develop strategies to mitigate them. For example, one strategy to manage time-related risk is to decouple the innovation value as perceived by the customer (innovation output from the technology innovation that is needed to deliver the product value in a cost-effective manner (innovation input. This strategy should take into account the likely consequences of longer-than-anticipated innovation time. Two common risks associated with poor time management for innovation are running out of financial runway to reach sustainable revenue and missing a critical market window. In this article, the author reflects on almost 30 years of experience in the Canadian innovation system across several industry sectors and provides some practical recommendations on time management for innovation managers.

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...

Overlapping Boundaries of the Project Time Management and Project Risk Management

Directory of Open Access Journals (Sweden)

Marius PODEAN

2010-01-01

Full Text Available Based on utility function, milestones during project and/or the end of projects or programme may be categorized in what are called soft-deadline and hard-deadline. In contrast with the soft-end projects, the hard-end projects posses a decrease of utility function with a vertical asymptote character around the deadline for project completion. In extreme situations, the utility function itself may fall under zero (projects may generate losses to both constructor and customer. Existing risk analysis methodologies observe risks from monetary terms. The typical risks are correlated with an increase in final project costs. In order to estimate harddeadline milestones and/or end of projects or programme is critical to employ the time dimension rather than the typical cost-based risk analysis. Here, we comprehensively describe a structured methodology that focuses on minimizing and mitigating project specific delay risks. The method may supplement existing cost-based risk analysis in projects. We aim to elegantly combine moderation techniques to reveal the intrinsic risk of the projects. In addition to the technical risks, the moderation techniques are able to bring evidence of risks as the team efficacy, diverse un-correlations or miss-understanding about the roles of the team members in the team – most of the project soft risk. Described methodology encourages the common understanding of risks for participants, crystallizing the essence of what can go wrong in complex situations and where the opportunities can be unlocked.

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...

Lessons Learned from Client Projects in an Undergraduate Project Management Course

Science.gov (United States)

Pollard, Carol E.

2012-01-01

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

ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

Directory of Open Access Journals (Sweden)

Yana Derenskaya

2017-11-01

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

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.

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 ...

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.

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.

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

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

Directory of Open Access Journals (Sweden)

Siw Lundqvist

2014-05-01

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

PROJECT SCOPE MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

Yana Derenskaya

2018-01-01

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

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

Globalization And Knowledge Management In Projects

Directory of Open Access Journals (Sweden)

Bubel Dagmara

2015-06-01

Full Text Available Knowledge management is a field of management dealing with the use of knowledge, methods, and tools to effectively coordinate complex and unique projects. In accordance with this definition, project knowledge can be treated as a useful resource of information that allows projects to be implemented in compliance with its objectives: time, costs, and quality of results. Knowledge in the activity of an organization, including in the implementation of projects, has for many years been an area of interest to researchers, who confirmed its key importance for building permanent competitive advantages of companies and enterprises. In project management, this issue takes on a new character, as it is transferred to the field of dynamic, time restricted, temporary, and team-implemented projects. The aim of this paper is to present the results of a survey regarding the use of practices of knowledge management in projects in international organizations and to show that the concept of knowledge management in projects is a tool conducive to spreading the process of globalization.

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...

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....

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...

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...

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)

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.

Project management and performance management: potential transdisciplinary contributions

Directory of Open Access Journals (Sweden)

Gerrit van der Waldt

2012-12-01

Full Text Available As project management and performance management as management applications gain momentum in public sector settings, the question often arise as to if, how, and when these applications should complement each other in various policy implementation and service delivery initiatives. Answers to this question should be sought from various vantage points or perspectives. These vantage points may range from macro, meso, micro as well as theoretical-methodological perspectives. The purpose of this paper is to unlock the potential for transdisciplinary contributions between Project Management and Performance Management by focusing on the methodologies, functional areas, and practical applications of both management disciplines. It is argued that the respective methodologies and their processes should be unpacked to identify the timing or moment when each discipline could, and should, make a contribution to the success of the other. This will add value to the theoretical underpinnings and practical applications of both study domains in the public sector. The respective contributions are illustrated by means of application realities of both management practices in the South African Public Service. Keywords: project management, performance management, Public Sector applications, transdisciplinarity Disciplines: project management, performance management

The One-Page Project Manager Comunicate and Manage Any Project With a Single Sheet of Paper

CERN Document Server

Campbell, Clark A

2007-01-01

The One-Page Project Manager shows you how to boil down any project into a simple, one-page document that can be used to communicate all essential details to upper management, other departments, suppliers, and audiences. This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

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.

The ComSoc guide to managing telecommunications projects

CERN Document Server

Desmond, Celia

2010-01-01

"This pocket guide provides an overview of the telecommunications environment as it has evolved over the past few years, illustrating the need for project management, the significance of project success to the companies, and the application of key project management processes within the telecom environment. Topics covered include: scope management, time management, cost management, procurement management, risk management, communications, quality, human resources, and Integration. It offers professionals a brief and accessible guide to managing telecommunication projects in the 21st century"--

Timely loss recognition and termination of unprofitable projects

Directory of Open Access Journals (Sweden)

Anup Srivastava

2015-09-01

Full Text Available Ideally, firms should discontinue projects that become unprofitable. Managers, however, continue to operate such projects because of their limited employment horizons and empire-building motivations (Jensen, 1986; Ball, 2001. Prior studies suggest that timely loss recognition in accounting earnings enables lenders, shareholders, and boards of directors to identify unprofitable projects; thereby, enabling them to force managers to discontinue such projects before large value erosion occurs. However, this conjecture has not been tested empirically. Consistent with this notion, we find that timely loss recognition increases the likelihood of timely closures of unprofitable projects. Moreover, managers, by announcing late discontinuations of such projects, reveal their inability to select good projects and/or to contain losses, when projects turn unprofitable. Accordingly, thereafter, the fund providers and board of directors are likely to demand improved timeliness of loss recognition and stringent scrutiny of firms’ capital expenditure plans. Consistently, we find that firms that announce large discontinuation losses reduce capital expenditures and improve timeliness of loss recognition in subsequent years. Our study provides evidence that timely loss reporting affects “real” economic decisions and creates economic benefits.

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.

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

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.

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

Managing Innovation under Time Pressure: A Practical Perspective

Directory of Open Access Journals (Sweden)

Blair Winsor

2012-08-01

Full Text Available This article examines the effects of time pressure on innovation. Does time pressure stimulate or eliminate innovation or, in other words, should managers increase or reduce time pressures if they are trying to enhance innovation in their firms? Unfortunately, current research on the subject is ambivalent. To provide some clarity, this innovation management dilemma was examined in a fast-growing, medium-sized communication and IT consultancy (“First”, which claimed to be “highly innovative”. Detailed data on five projects was collected over an 18-month period using practice-based methods. Each project team was followed in real time via observation and interviews. The data was then analyzed by dividing project work into three phases: i negotiating the project particulars with the client; ii conducting project work; and iii project evaluation. This detailed analysis revealed how time pressures eliminated innovation in First’s client-based project work and suggested three implications for the management of innovation. Firstly, managers should try to avoid imposing excessive time pressures on their project teams. Secondly, they should ensure that there is space between projects to enable reflection. Thirdly, managers should ensure that project debriefs occur and that they cover potential innovations.

Fast Flux Test Facility, Sodium Storage Facility project-specific project management plan

International Nuclear Information System (INIS)

Shank, D.R.

1994-01-01

This Project-Specific Project Management Plan describes the project management methods and controls used by the WHC Projects Department to manage Project 03-F-031. The Sodium Storage Facility provides for storage of the 260,000 gallons of sodium presently in the FFTF Plant. The facility will accept the molten sodium transferred from the FFTF sodium systems, and store the sodium in a solid state under an inert cover gas until such time as a Sodium Reaction Facility is available for final disposal of the sodium

Fast Flux Test Facility, Sodium Storage Facility project-specific project management plan

Energy Technology Data Exchange (ETDEWEB)

Shank, D.R.

1994-12-29

This Project-Specific Project Management Plan describes the project management methods and controls used by the WHC Projects Department to manage Project 03-F-031. The Sodium Storage Facility provides for storage of the 260,000 gallons of sodium presently in the FFTF Plant. The facility will accept the molten sodium transferred from the FFTF sodium systems, and store the sodium in a solid state under an inert cover gas until such time as a Sodium Reaction Facility is available for final disposal of the sodium.

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.

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 ...

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...

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...

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.

Researchers' experience with project management in health and medical research: Results from a post-project review

Science.gov (United States)

2011-01-01

Background Project management is widely used to deliver projects on time, within budget and of defined quality. However, there is little published information describing its use in managing health and medical research projects. We used project management in the Alcohol and Pregnancy Project (2006-2008) http://www.ichr.uwa.edu.au/alcoholandpregnancy and in this paper report researchers' opinions on project management and whether it made a difference to the project. Methods A national interdisciplinary group of 20 researchers, one of whom was the project manager, formed the Steering Committee for the project. We used project management to ensure project outputs and outcomes were achieved and all aspects of the project were planned, implemented, monitored and controlled. Sixteen of the researchers were asked to complete a self administered questionnaire for a post-project review. Results The project was delivered according to the project protocol within the allocated budget and time frame. Fifteen researchers (93.8%) completed a questionnaire. They reported that project management increased the effectiveness of the project, communication, teamwork, and application of the interdisciplinary group of researchers' expertise. They would recommend this type of project management for future projects. Conclusions Our post-project review showed that researchers comprehensively endorsed project management in the Alcohol and Pregnancy Project and agreed that project management had contributed substantially to the research. In future, we will project manage new projects and conduct post-project reviews. The results will be used to encourage continuous learning and continuous improvement of project management, and provide greater transparency and accountability of health and medical research. The use of project management can benefit both management and scientific outcomes of health and medical research projects. PMID:21635721

Organizational structures of companies versus project management effectiveness

Directory of Open Access Journals (Sweden)

Joanna Haffer

2012-12-01

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

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.

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...

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...

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

A Study of Using Simulation to Overcome Obstacles That Block the Implementation of Critical Chain Project Management to Project Management Environment

OpenAIRE

Chia-Ling Huang; Rong-Kwei Li; Chih-Hung Tsai; Yi-Chan Chung; Yao-Wen Hsu

2014-01-01

Since 1997, the Critical Chain Project Management (CCPM) method has received considerable attention. Hundreds of successful CCPM cases have achieved highly reliable on-time delivery (OTD) with short project lead-time (PLT) in multi-project environments. However, two obstacles have remained, blocking the implementation of CCPM to project management (PM) society. The first has been addressed by PM practitioners, who have been less than confident that OTD and PLT can be significantly improved by...

Forty project management strategies for the medical practice staff.

Science.gov (United States)

Hills, Laura Sachs

2010-01-01

Most every medical practice will embark at one time or another on a large and complex new project. The practice may, for instance, undertake a project in office construction or renovation, practice expansion, new technology, or a new large-scale event. The medical practice staff may find itself creating the project plan, overseeing its execution, and working through the plan day to day until its completion. In short, the staff may find itself responsible for project management. This article contains 40 specific, easy-to-implement project management strategies medical practice employees can use to manage both the large and small projects they undertake on behalf of the practice. It suggests effective project management strategies the staff can use before the onset of a new project as well as strategies to help define the project, to deliver the project, and to close and review the project. This article also describes five reasons medical practices often fail at project management and suggests more effective approaches that will ensure that the projects the medical practice undertakes are completed well, on time, and within budget.

Ranking the Project Management Success Factors for Construction Project in South India

Science.gov (United States)

Aneesha, K.; Haridharan, M. K.

2017-07-01

In Today’s construction industry, to achieve a greater advantage over the firms, success of each project and efficiency is required. Effective Project Management overcomes these types of challenges. This study identifies the success factors which are important for project management in construction project success. From the literature review, 26 factors were found to be critical. Project managers, construction managers, civil engineers, contractors and site engineers were the respondents. After analyzing the data in SPSS software, the dominant factors from the regression analysis are top management support, competent project team, abilities to solve problems, realistic cost and time estimates, information/communication, competency of the project manager are the 6 factors out of 12 in 26 factors. Effective communication between stakeholders got highest priority and client involvement, good leadership, clarity of project goals got second priority. Informal communication gives better results compared to formal communications like written formats. To remove communication barrier with the stakeholders, informal communication like speaking face-to-face with the language this fits for the stakeholders.

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.

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.

Relation of project managers' personality and project performance: An approach based on value stream mapping

Directory of Open Access Journals (Sweden)

Maurizio Bevilacqua

2014-09-01

Full Text Available Purpose: This work investigates the influence of project managers’ personality on the success of a project in a Multinational Corporation. The methodology proposed for analyzing the project managers’ personality is based on the Myers-Briggs Type Indicator.Design/methodology/approach: Forty projects carried out in 2012 by multinational corporation, concerning new product development (NPD, have been analyzed, comparing the profile of project managers with results obtained in terms of traditional performance indexes (time delay and over-budget of projects and performance indexes usually used in “Lean Production” sector (waste time and type of “wastes”. A detailed analysis of the most important “wastes” during the project development is carried out using the Value Stream Mapping (VSM technique.Findings and Originality/value: Relying on the Myers–Briggs personality instrument, results show that extroverted managers (as opposed to introverted managers carry out projects that show lower delay and lower waste time. Introverted managers often make “Over-processing” and “Defect” types of waste. Moreover, lower delay and over-budget have been shown by perceiving managers.Research limitations: Regarding the limitations of this work it is necessary to highlight that we collected data from project managers in a retrospective way. While we believe that several aspects of our data collection effort helped enhance the accuracy of the results, future research could conduct real-time case study research to get more detailed insights into the proposed relationships and avoid retrospective bias. Moreover we focused on a single respondent, the project manager. This helped us ensure that their interpretations played an important role in product development. But, we cannot examined the opinion of team members that could be different from project managers opinion regarding some questions.Originality/value: This research provides insight useful

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

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...

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...

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

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...

Project management competency factors in the built environment

OpenAIRE

2013-01-01

M.Comm. (Business Management) Project failures worldwide are still significantly high, despite the availability of project management frameworks, standards, techniques and methodologies. A project’s success is, in part, contingent on effectively managing the constraints of time, costs and performance, and in order to achieve this, it is essential for the project manager to possess and display appropriate competencies. The problem addressed in this study is to gain understanding of the proj...

Information systems project management: methods, tools, and techniques

OpenAIRE

Mcmanus, John; Wood-Harper, Trevor

2004-01-01

Information Systems Project Management offers a clear and logical exposition of how to plan, organise and monitor projects effectively in order to deliver quality information systems within time, to budget and quality. This new book by John McManus and Trevor Wood-Harper is suitable for upper level undergraduates and postgraduates studying project management and Information Systems. Practising managers will also find it to be a valuable tool in their work. Managing information systems pro...

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

Parkinson's Law and Its Implications for Project Management

OpenAIRE

Genaro J. Gutierrez; Panagiotis Kouvelis

1991-01-01

Critical path models concerning project management (i.e. PERT/CPM) fail to account for work force behavioral effects on the expected project completion time. In this paper, we provide a modelling framework for project management activities, that ultimately accounts for expected worker behavior under Parkinson's Law. A stochastic activity completion time model is used to formally state Parkinson's Law. The developed model helps to examine the effects of information release policies on subcontr...

Analyzing Project Management Maturity Level in Indonesia

Directory of Open Access Journals (Sweden)

Eliot Simangunsong

2013-05-01

Full Text Available Normal 0 false false false IN X-NONE X-NONE MicrosoftInternetExplorer4 Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in organization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project management maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability.  Adapting the Project Management Maturity Model (ProMMM, a survey instrument has been developed and applied to professionals from Jakarta and surrounding area.  The result of analysis shows that construction and primary industry have a higher maturity level compare to manufacturing and services.  It is to be noted, however, that the level of project management understanding is low across industries.  This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

Strategic Project Management at the NASA Kennedy Space Center

Science.gov (United States)

Lavelle, Jerome P.

2000-01-01

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

Supply Chain Management in Flyover Projects in India

Directory of Open Access Journals (Sweden)

Sudhir Yadav

2015-01-01

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

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...

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.

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…

Leadership and Human Resource Management in Project Circumstances

OpenAIRE

Fadjar, Adnan

2008-01-01

Leadership is a very important issue in any organizations. The complexity of a project makes the role of the project manager as the leader even more challenging because he/she has to work in an organization which has relatively short time period and dealing with many people who come from various backgrounds. This paper discusses various theories of leadership and proposes their application in project circumstances. As It is often said that the project management is effective if it can manage ...

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

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.

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.

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

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...

Software Support for the Classical, Contemporary and Future Project Management

OpenAIRE

Jakov Crnkovic; Peter Ross; Sanjay Desai

2006-01-01

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 metric...

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...

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

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

Managing projects for life cycle success : perfecting the process

Energy Technology Data Exchange (ETDEWEB)

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

2004-07-01

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

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

Analysis of interactions among barriers in project risk management

Science.gov (United States)

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

2018-03-01

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

Statistical analysis of real-time, enviromental radon monitoring results at the Fernald Enviromental Management Project

International Nuclear Information System (INIS)

Liu, Ning; Spitz, H.B.; Tomezak, L.

1996-01-01

A comprehensive real-time, environmental radon monitoring program is being conducted at the Fernald Environmental Management Project, where a large quantity of radium-bearing residues have been stored in two covered earth-bermed silos. Statistical analyses was conducted to determine what impact radon emitted by the radium bearing materials contained in the silos has on the ambient radon concentration at the Fernald Environmental Management Project site. The distribution that best describes the outdoor radon monitoring data was determined before statistical analyses were conducted. Random effects associated with the selection of radon monitoring locations were accommodated by using nested and nested factorial classification models. The Project site was divided into four general areas according to their characteristics and functions: (1) the silo area, where the radium-bearing waste is stored; (2) the production/administration area; (3) the perimeter area, or fence-line, of the Fernald Environmental Management Project site; and (4) a background area, located approximately 13 km from the Fernald Environmental Management Project site, representing the naturally-occurring radon concentration. A total of 15 continuous, hourly readout radon monitors were installed to measure the outdoor radon concentration. Measurement results from each individual monitor were found to be log-normally distributed. A series of contrast tests, which take random effects into account, were performed to compare the radon concentration between different areas of the site. These comparisons demonstrate that the radon concentrations in the production/administration area and the perimeter area are statistically equal to the natural background, whereas the silo area is significantly higher than background. The study also showed that the radon concentration in the silo area was significantly reduced after a sealant barrier was applied to the contents of the silos. 10 refs., 6 figs., 8 tabs

Project management for economical nuclear energy

International Nuclear Information System (INIS)

Majerle, P.P.

2005-01-01

The price of electricity is significantly influenced by the cost of the initial generation asset. The cost of the initial nuclear generation asset is significantly influenced by the design and construction duration. Negative variations in the cost and duration of actual design and construction have historically impacted the early relative economics of nuclear power generation. Successful management of plant design information will mitigate the risks of the design and construction of future nuclear plants. Information management tools that can model the integrated delivery of large complex projects enable the project owners to accurately evaluate project progress, as well as the economic impact of regulatory, political, or market activities not anticipated in the project execution plan. Significant differences exist in the electrical energy markets, project delivery models, and fuel availability between continents and countries. However, each market and project delivery model is challenged by the need to produce economical electrical energy. The information management system presented in this paper provides a means to capture in a single integrated computerized database the design information developed during plant design, procurement, and construction and to allow this information to be updated and retrieved in real time by all project participants. Utilization of the information management system described herein will enable diverse project teams to rapidly and reliably input, share, and retrieve power plant information, thereby supporting project management's goal to make good on its commitment to the economic promise of tomorrow's nuclear electrical power generation by achieving cost-effective construction. (authors)

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

Directory of Open Access Journals (Sweden)

Ronielton Rezende Oliveira

2017-06-01

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

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.

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.

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...

Time management u sportovních manažerů

OpenAIRE

Kovaříková, Kristýna

2011-01-01

Title: Time management in sport managers The main goal of this project was to describe the problems of time management in sport managers. This project analyses the contemporary situation, describes and compares the time management in five managers that represent the sport sphere in the Czech Republic: the manager of sport shop, the manager of the fitness centre, the manager of youth football club, the manager of football team and the manager of track and field club. A qualitative research was...

Fuzzy decision analysis for project scope change management

Directory of Open Access Journals (Sweden)

Farshad Shirazi

2017-09-01

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

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.

JPL Year 2000 Project. A Project Manager's Observations: Y2k

Science.gov (United States)

Mathison, Richard P. (Technical Monitor)

1999-01-01

This paper presents observations from a project manager on the Y2K problem. The topics include: 1) Agenda: 2) Scope; 3) Project Organization; 4) The Fixes; 5) The Toughest Part; 6) Validation versus Time; and 7) Information Sources. This paper is in viewgraph form.

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.

Project management and administration of research and development

International Nuclear Information System (INIS)

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

1997-07-01

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

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...

Project Management in Instructional Design: ADDIE Is Not Enough

Science.gov (United States)

Van Rooij, Shahron Williams

2010-01-01

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

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...

Is DevOps another Project Management Methodology?

Directory of Open Access Journals (Sweden)

Logica BANICA

2017-01-01

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

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…

Exploitation and Benefits of BIM in Construction Project Management

Science.gov (United States)

Mesároš, Peter; Mandičák, Tomáš

2017-10-01

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

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.

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...

The Role of the Project Management Office on Information Technology Project Success

Science.gov (United States)

Stewart, Jacob S.

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. Assessing critical success factors is another…

Leadership in Real Time : A Model of Attributes Needed by a Project Manager in ERP Implementations

OpenAIRE

Gunson, John; De Blasis, Jean-Paul; Neary, Mary

2003-01-01

The characteristics and organizational impacts of an Enterprise Resource Planning (ERP) Implementation Project requires highly professional Project Manager skills and attributes. Some may be learned or bought but the more important skills need to be part of the Project Manager's personal makeup. Coaching, mentoring and leadership skills (and beyond) help the Project Manager to take right decisions as even unknown-unknown situations arise during the implementation. This paper contributes to id...

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…

Time management for today's workplace demands.

Science.gov (United States)

Thomack, Bill

2012-05-01

As the work force decreases, the workload remains the same or, in many cases, increases. An effective employee must arrange work time to accomplish what needs to be done in the time available. The best way to manage time is to set a goal, develop a plan, and measure the outcome. To manage time requires determining where time is currently spent, taking time at the end of the day to prepare for the next morning, managing appointments, carefully planning projects, and managing phone, electronic, and paper mail. Organization is another step in effectively managing time. An organizational system decreases wasted time. Keeping the desk clear and creating a system to organize mail improves efficiency. Time management also focuses on balance, an overall purpose, and supporting principles. Personal or professional effectiveness does not depend solely on the effort expended, but whether the effort is in the right direction. The challenge of time management is to manage not only time, but also oneself. Copyright 2012, SLACK Incorporated.

Real Time Grid Reliability Management 2005

Energy Technology Data Exchange (ETDEWEB)

Eto, Joe; Eto, Joe; Lesieutre, Bernard; Lewis, Nancy Jo; Parashar, Manu

2008-07-07

The increased need to manage California?s electricity grid in real time is a result of the ongoing transition from a system operated by vertically-integrated utilities serving native loads to one operated by an independent system operator supporting competitive energy markets. During this transition period, the traditional approach to reliability management -- construction of new transmission lines -- has not been pursued due to unresolved issues related to the financing and recovery of transmission project costs. In the absence of investments in new transmission infrastructure, the best strategy for managing reliability is to equip system operators with better real-time information about actual operating margins so that they can better understand and manage the risk of operating closer to the edge. A companion strategy is to address known deficiencies in offline modeling tools that are needed to ground the use of improved real-time tools. This project: (1) developed and conducted first-ever demonstrations of two prototype real-time software tools for voltage security assessment and phasor monitoring; and (2) prepared a scoping study on improving load and generator response models. Additional funding through two separate subsequent work authorizations has already been provided to build upon the work initiated in this project.

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.

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

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…

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.

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...

The Woodworker's Website: A Project Management Case Study

Science.gov (United States)

Jance, Marsha

2014-01-01

A case study that focuses on building a website for a woodworking business is discussed. Project management and linear programming techniques can be used to determine the time required to complete the website project discussed in the case. This case can be assigned to students in an undergraduate or graduate decision modeling or management science…

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

Project management system for the decommissioning of research reactors

International Nuclear Information System (INIS)

Park, J. H.

2006-01-01

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

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

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

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

DEFF Research Database (Denmark)

Leimbach, Timo; Goodall, Julie Bladt

2017-01-01

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

Robust Optimization for Time-Cost Tradeoff Problem in Construction Projects

OpenAIRE

Li, Ming; Wu, Guangdong

2014-01-01

Construction projects are generally subject to uncertainty, which influences the realization of time-cost tradeoff in project management. This paper addresses a time-cost tradeoff problem under uncertainty, in which activities in projects can be executed in different construction modes corresponding to specified time and cost with interval uncertainty. Based on multiobjective robust optimization method, a robust optimization model for time-cost tradeoff problem is developed. In order to illus...

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...

The impact of sustainability on project management

NARCIS (Netherlands)

Adri Köhler; Gilbert Gilbert Silvius; Jasper van den Brink

2011-01-01

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

Development of the Decommissioning Project Management System, DECOMMIS

International Nuclear Information System (INIS)

Chung, U. S.; Park, J. H.; Lee, K. W.; Hwang, D. S.; Park, S. K.; Hwang, S. T.; Paik, S. T.; Choi, Y. D.; Chung, K. H.; Lee, K. I.; Hong, S. B.

2007-03-01

At the Korea Atomic Energy Research Institute(KAERI), two projects for decommissioning of the research reactors and uranium conversion plant are carried out. The management of the projects can be defined as 'the decision of the changes of the decommissioning methodologies for the more efficient achievement of the project at an adequate time and to an improved method'. The correct decision comes from the experiences on the decommissioning project and the systematic experiences can be obtained from the good management of the decommissioning information. For this, a project management tool, DECOMMIS, was developed in the D and D Technology Division, which has the charge of the decommissioning projects at the KAERI, and its purpose was extended to following fields; generation of reports on the dismantling waste for WACID, record keeping for the next decommissioning projects of nuclear facilities, provision of fundamental data for the R and D of the decommissioning technologies

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...

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

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.

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.

The impact of sustainability on project management

NARCIS (Netherlands)

Adri Köhler; Jasper van den Brink; Gilbert Gilbert Silvius

2012-01-01

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

Fuzzy decision analysis for project scope change management

OpenAIRE

Farshad Shirazi; Hamed Kazemipoor; Reza Tavakkoli-Moghaddam

2017-01-01

It is very important to manage and control projects with the consideration of the triple constraints; namely time, cost and scope. It is also extremely important to manage the scope and all the procurements needed to complete any project. During the project’s lifecycle many changes take place, either positively or negatively, which should be controlled. If the changes are not controlled we may have scope creep that has negative effect on the project. It is commonly considered a negative incid...

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....

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...

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.

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

Directory of Open Access Journals (Sweden)

Fábio Cocchi da Silva Eiras

2017-03-01

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

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....

Risk Management and Uncertainty in Large Complex Public Projects

DEFF Research Database (Denmark)

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

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

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

Institute of Scientific and Technical Information of China (English)

LI Gui-jun; ZHANG Yue-song

2006-01-01

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

Development of the Decommissioning Project Management System, DECOMMIS

Energy Technology Data Exchange (ETDEWEB)

Chung, U. S.; Park, J. H.; Lee, K. W.; Hwang, D. S.; Park, S. K.; Hwang, S. T.; Paik, S. T.; Choi, Y. D.; Chung, K. H.; Lee, K. I.; Hong, S. B

2007-03-15

At the Korea Atomic Energy Research Institute(KAERI), two projects for decommissioning of the research reactors and uranium conversion plant are carried out. The management of the projects can be defined as 'the decision of the changes of the decommissioning methodologies for the more efficient achievement of the project at an adequate time and to an improved method'. The correct decision comes from the experiences on the decommissioning project and the systematic experiences can be obtained from the good management of the decommissioning information. For this, a project management tool, DECOMMIS, was developed in the D and D Technology Division, which has the charge of the decommissioning projects at the KAERI, and its purpose was extended to following fields; generation of reports on the dismantling waste for WACID, record keeping for the next decommissioning projects of nuclear facilities, provision of fundamental data for the R and D of the decommissioning technologies.

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

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.

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.

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.

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

Directory of Open Access Journals (Sweden)

Lagerev D.G.

2017-03-01

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

Project management practice and its effects on project success in Malaysian construction industry

Science.gov (United States)

Haron, N. A.; Devi, P.; Hassim, S.; Alias, A. H.; Tahir, M. M.; Harun, A. N.

2017-12-01

The rapid economic development has increased the demand for construction of infrastructure and facilities globally. Sustainable development and globalization are the new ‘Zeitgeist’ of the 21st century. In order to implement these projects successfully and to meet the functional aim of the projects within their lifetime, an efficient project management practice is needed. The aim of this study is to identify the critical success factors (CSFs) and the extent of use of project management practice which affects project success, especially during the implementation stage. Data were obtained from self-administered questionnaires with 232 respondents. A mixed method of data collection was adopted using semi-structured interview and questionnaire approach. The result of the analysis of data obtained showed that new and emerging criteria such as customer satisfaction, competency of the project team, and performance of subcontractors/suppliers are becoming measures of success in addition to the classic iron triangle’s view of time, cost and quality. An insight on the extent of use of different project management practice in the industry was also achieved from the study.

Project communication management in complex environments

CERN Document Server

Ying, Zhong

2014-01-01

This unique book that deals with project communication management in complex environments, taking a leaf from China’s experience with a major earthquake in Sichuan, would be a timely contribution to fill this lacuna. Readers would be able to understand how companies and organizations that are unprepared for crisis management would react to their detriment. The lessons provided in this book are the only one of its kind to highlight the lessons for companies and organizations to prepare themselves for successful project communication management through the complexity-informed framework. Although the book is written by two building professionals, the concepts and lessons presented are generic and equally applicable for businesses outside of the construction industry; for example, for airports, resorts, hotels, shipyards, etc.

A Proposal for a Mindset of a Project Manager

DEFF Research Database (Denmark)

Eriksson, Joakim; Hansen, Claus Thorp

2008-01-01

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

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...

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

International Nuclear Information System (INIS)

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

2002-01-01

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

Graduate Student Project: Employer Operations Management Analysis

Science.gov (United States)

Fish, Lynn A.

2008-01-01

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

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.

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.

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...

Decommissioning Project Manager's Implementing Instructions (PMII)

International Nuclear Information System (INIS)

Mihalic, M.A.

1998-02-01

Decommissioning Project personnel are responsible for complying with these PMII. If at any time in the performance of their duties a conflict between these instructions and other written or verbal direction is recognized or perceived, the supervisor or worker shall place his/her work place in a safe condition, stop work, and seek resolution of the conflict from the Decommissioning Project Manager or his designee

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...

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.

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

Directory of Open Access Journals (Sweden)

Gordana ŽURGA

2018-02-01

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

Science operations management. [with Infrared Astronomy Satellite project

Science.gov (United States)

Squibb, G. F.

1984-01-01

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

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

Science.gov (United States)

Burgher, Karl E.; Snyder, Michael B.

2012-01-01

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

Project Management Using Modern Guidance, Navigation and Control Theory

Science.gov (United States)

Hill, Terry R.

2011-01-01

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

Learning Management System Calendar Reminders and Effects on Time Management and Academic Performance

Science.gov (United States)

Mei, Jianyang

2016-01-01

This research project uses a large research university in the Midwest as a research site to explore the time management skills of international students and analyzes how using the Course Hack, an online Learning Management System (LMS) calendar tool, improves participants' time management skills and positively impacts their academic performance,…

NASA Space Flight Program and Project Management Handbook

Science.gov (United States)

Blythe, Michael P.; Saunders, Mark P.; Pye, David B.; Voss, Linda D.; Moreland, Robert J.; Symons, Kathleen E.; Bromley, Linda K.

2014-01-01

This handbook is a companion to NPR 7120.5E, NASA Space Flight Program and Project Management Requirements and supports the implementation of the requirements by which NASA formulates and implements space flight programs and projects. Its focus is on what the program or project manager needs to know to accomplish the mission, but it also contains guidance that enhances the understanding of the high-level procedural requirements. (See Appendix C for NPR 7120.5E requirements with rationale.) As such, it starts with the same basic concepts but provides context, rationale, guidance, and a greater depth of detail for the fundamental principles of program and project management. This handbook also explores some of the nuances and implications of applying the procedural requirements, for example, how the Agency Baseline Commitment agreement evolves over time as a program or project moves through its life cycle.

Project Management and Total Quality Management : Complementary or confused?

Directory of Open Access Journals (Sweden)

Selma KATLANE BEN MLOUKA

2009-01-01

Full Text Available Quality management and project management appear as themes of strategic management today. The adoption of the project management constitutes a new way in organizing the production. It helps to cope with the complexity of the environment, to reduce the product life cycles and to make working arrangements more flexible. It should also adapt to the ICT revolution and restructuring of enterprises due to the dematerialisation of structures and transactions. Quality management, applied to more operations and strongly influenced by the quantitative approach seems compatible with project management. Indeed, the two paradigms emphasize the importance of customer satisfaction, teamwork, the role of leadership and the continuous improvement of processes and products. This paper aims to revisit the principles of relationship between total quality management and project management. Having shown the importance of incorporating fine patterns and project quality in business organization, we will explain how the ability to generate, select and conduct projects in an oriented accountability of management is able to enroll in a total quality.

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

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....

Developer’s time spent in a software project part using the SGD framework

OpenAIRE

Ciesluk, Simon

2016-01-01

Resource management is important for software projects to be successful. Time is one of these resources that needs to be managed. To do this you need to know how time resources are spent. Currently the existence of published material on time resources spent in a software project is almost none. In this thesis a research was conducted on how time resources are spent by an individual developer in a software project. The Self-Governance Developer framework was the tool used to gather these resou...

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

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

Directory of Open Access Journals (Sweden)

Wanjiru Gachie

2017-11-01

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

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...

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.

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...

Assessment of Smolt Condition for Travel Time Analysis Project, 1987-1997 Project Review.

Energy Technology Data Exchange (ETDEWEB)

Schrock, Robin M.; Hans, Karen M.; Beeman, John W. [US Geological Survey, Western Fisheries Research Center, Columbia River Research Laboratory, Cook, WA

1997-12-01

The assessment of Smolt Condition for Travel Time Analysis Project (Bonneville Power Administration Project 87-401) monitored attributes of salmonid smolt physiology in the Columbia and Snake River basins from 1987 to 1997, under the Northwest Power Planning Council Fish and Wildlife Program, in cooperation with the Smolt Monitoring Program of the Fish Passage Center. The primary goal of the project was to investigate the physiological development of juvenile salmonids related to migration rates. The assumption was made that the level of smolt development, interacting with environmental factos such as flow, would be reflected in travel times. The Fish Passage Center applied the physiological measurements of smolt condition to Water Budget management, to regulate flows so as to decrease travel time and increase survival.

Risk Management Improvement of Engineering Projects in Woodworking Industry

Directory of Open Access Journals (Sweden)

Simona Bartkutė

2014-02-01

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

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

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

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

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.

Factors Affecting Time, Cost and Quality Management in Building ...

African Journals Online (AJOL)

The study is an assessment of time, cost and quality management in the Nigerian construction industry, and it aims to explore time cost and quality management in the construction industry. The objective of the study is to identify factors affecting time; cost and quality management in building construction projects. This study ...

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.

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

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...

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

Directory of Open Access Journals (Sweden)

Елена Борисовна ДАНЧЕНКО

2017-03-01

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

Software-Enabled Project Management Techniques and Their Relationship to the Triple Constraints

Science.gov (United States)

Elleh, Festus U.

2013-01-01

This study investigated the relationship between software-enabled project management techniques and the triple constraints (time, cost, and scope). There was the dearth of academic literature that focused on the relationship between software-enabled project management techniques and the triple constraints (time, cost, and scope). Based on the gap…

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.

Agile Project Management for e-Learning Developments

Science.gov (United States)

Doherty, Iain

2010-01-01

We outline the project management tactics that we developed in praxis in order to manage elearning projects and show how our tactics were enhanced through implementing project management techniques from a formal project management methodology. Two key factors have contributed to our project management success. The first is maintaining a clear…

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...

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...

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...

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.

Efficient management vital to large, long-term engineering projects

International Nuclear Information System (INIS)

Wolfe, P.L.

1989-01-01

This article describes the ways in which firms manage large hazardous waste mitigation projects efficiently. Staffing concerns, control systems and report mechanisms critical to effective and timely management of these large-scale programs are explored

Competency model for the project managers of technical projects

Science.gov (United States)

Duncan, William R.

1992-05-01

Traditional job description techniques were developed to support compensation decisions for hourly wage earners in a manufacturing environment. Their resultant focus on activities performed on the job works well in this environment where the ability to perform the activity adequately is objectively verifiable by testing and observation. Although many organizations have adapted these techniques for salaried employees and service environments, the focus on activities performed has never been satisfactory. For example, stating that a project manager `prepares regular project status reports' tells us little about what to look for in a potential project manager or how to determine if a practicing project manager is ready for additional responsibilities. The concept of a `competency model' has been developed within the last decade to address this shortcoming. Competency models focus on what skills are needed to perform the tasks defined by the job description. For example, a project manager must be able to communicate well both orally and in writing in order to `prepare regular project status reports.'

Locale-Specific Categorization of IT Projects for Proper Project Management

Directory of Open Access Journals (Sweden)

Muhammad Nasir

2015-12-01

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

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.

Real-Time Probabilistic Structural Health Management Using Machine Learning and GPU Computing Project

Data.gov (United States)

National Aeronautics and Space Administration — The proposed project seeks to deliver an ultra-efficient, high-fidelity structural health management (SHM) framework using machine learning and graphics processing...

Project management of life-science research projects: project characteristics, challenges and training needs.

Science.gov (United States)

Beukers, Margot W

2011-02-01

Thirty-four project managers of life-science research projects were interviewed to investigate the characteristics of their projects, the challenges they faced and their training requirements. A set of ten discriminating parameters were identified based on four project categories: contract research, development, discovery and call-based projects--projects set up to address research questions defined in a call for proposals. The major challenges these project managers are faced with relate to project members, leadership without authority and a lack of commitment from the respective organization. Two-thirds of the project managers indicated that they would be interested in receiving additional training, mostly on people-oriented, soft skills. The training programs that are currently on offer, however, do not meet their needs. Copyright © 2010 Elsevier Ltd. All rights reserved.

An Agent Based Approach for Project Management in Construction

OpenAIRE

Sencer, Safiye; Turgay, Tahsin

2013-01-01

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

Quality Management System at Construction Project: A Questionnaire Survey

OpenAIRE

P.P.Mane; J.R.Patil

2015-01-01

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

Using Project Portfolio Management in a Junior Enterprise Technology

Directory of Open Access Journals (Sweden)

RIBEIRO, D. M.

2011-06-01

Full Text Available Junior Enterprises have their own particularities in managing of their projects. Scarcity of resources and lack of experience of its members are critics and typical factors in the daily life of these companies. However, these and other variables such as the time for return on investment, project complexity and runtime of the project, must be taken into consideration in the prioritization of the outstanding portfolio projects to maximize desired outcomes. The Portfolio Management aims to provide the company a better allocation of resources in an environment with multiple projects going simultaneously. The model proposed here seeks a link between projects and organizational strategy. In this Paper also are presented the results of applying the model on Upe consultoria JR.

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.

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.

PROJECT MANAGEMENT INFORMATION SYSTEM: STUDY IN SMALL AND MEDIUM ENTERPRISES OF INDUSTRIAL AUTOMATION

Directory of Open Access Journals (Sweden)

Paulo Eduardo Mondin

2016-12-01

Full Text Available This article aims to analyze the structuring stage and use of information systems in project management in small and medium-sized companies in the business of providing services in industrial automation. Information systems applied to project management - SIGPs can contribute to decision-making on projects, assisting in the management of reliable information in real time, making it a natural choice for most companies looking to increase performance management of their projects. The research method used was multiple case study, in line with the explanatory nature of the study, when to investigate and perform analytical comparisons on how small and medium-sized enterprises of the studied branch structure and use the SIGPs, considering the contemporary character theme and the possibility of direct observation of the object of study, in addition to conducting interviews. The main results were identified the main gaps in project management in companies and research as the management characteristics of these SMEs have influence in how their projects are managed. It was observed that there is a predominance of features involving scope, time and resources on projects, whereas aspects related to costs, risks, quality, procurement and communications have unimpressive results in relation to structuring.

VALUES-ORIENTED PROJECT MANAGEMENT OF RENEWABLE ENERGY

Directory of Open Access Journals (Sweden)

Олександр Михайлович ВОЗНИЙ

2017-03-01

Full Text Available The value-oriented approach to project management of renewable energy based on classification stage of the life cycle of products of the projects, adapted to the goals and objectives of information modeling, which allowed to formulate stricter requirements information models used at different stages of the power plant is proposed. A classification of the alternative energy projects, which highlighting areas for activities is proposed. The list of stakeholders that have an impact on alternative energy projects and presented their classification is defined. The value of alternative energy projects considered from the standpoint of a utilitarian approach, using the concept of utility and on the basis of this concept proposed classification values of alternative energy projects. Criteria values as indicators for assessing the value of alternative energy projects and their weights determined by pairwise comparison. To take into account the changes of the value criteria over time proposed to use the key control points value, assessed value criteria in various key points of control, defined indicator of the total value of alternative energy projects. The classification of risks and tools for value-oriented risk management in alternative energy projects is proposed. Further study authors plan to link the development of mechanisms for harmonization value alternative energy projects for their stakeholders.

Robust Optimization for Time-Cost Tradeoff Problem in Construction Projects

Directory of Open Access Journals (Sweden)

Ming Li

2014-01-01

Full Text Available Construction projects are generally subject to uncertainty, which influences the realization of time-cost tradeoff in project management. This paper addresses a time-cost tradeoff problem under uncertainty, in which activities in projects can be executed in different construction modes corresponding to specified time and cost with interval uncertainty. Based on multiobjective robust optimization method, a robust optimization model for time-cost tradeoff problem is developed. In order to illustrate the robust model, nondominated sorting genetic algorithm-II (NSGA-II is modified to solve the project example. The results show that, by means of adjusting the time and cost robust coefficients, the robust Pareto sets for time-cost tradeoff can be obtained according to different acceptable risk level, from which the decision maker could choose the preferred construction alternative.

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

Adoption of Building Information Modelling in project planning risk management

Science.gov (United States)

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

2017-11-01

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

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,…

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.

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

Institute of Scientific and Technical Information of China (English)

Haiyan LUO; Qingqun YAO; Lizhen CHEN; Yu ZHENG

2015-01-01

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

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…

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...

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...

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...

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...

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.

[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.

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...

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)

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

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...

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

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.

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. .

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.

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

International Nuclear Information System (INIS)

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

2009-01-01

Actions (RPAs) to address these challenges so EM can achieve Best in Class. For each RPA, a set of implementing steps and a summary of expected benefits has been developed. These benefits include increased Federal ownership of projects, standardization of processes, clear communication of requirements and policy to personnel, timely and effective change control for both project and contract management, and the identification and socialization of best practices across the EM Complex. These RPAs provide a clear and concise path forward that can be straightforwardly communicated to the entire EM organization and provide the foundation upon which a BICPM culture can be built. By implementing the RPAs EM has gained considerable momentum and progress towards institutionalizing BICPM. (authors)

Project Management Methods in Projects Co-financed by EU Funds

OpenAIRE

Kostalova, Jana; Tetrevova, Libena; Patak, Michal

2017-01-01

This paper deals with the management of projects co-financed by European Union funds (structural funds and the Cohesion Fund) in the Czech Republic (EU projects). The authors aimed to analyze and assess the scope of familiarity with basic project management methods and their application within the implementation of EU projects in the Czech Republic in the Programming Period 2007–2013. Based on a questionnaire survey of EU project organisers, the authors evaluate their attitudes to project man...

Hellsgate Winter Range Mitigation Project; Long-term Management Plan, Project Report 1993, Final Draft.

Energy Technology Data Exchange (ETDEWEB)

Berger, Matthew T.

1994-01-01

A study was conducted on the Hellsgate Winter Range Mitigation Project area, a 4,943 acre ranch purchased for mitigating some habitat losses associated with the original construction of Grand Coulee Dam and innundation of habitat by Lake Roosevelt. A Habitat Evaluation Procedure (HEP) study was used to determine habitat quality and quantity baseline data and future projections. Target species used in the study were sharp-tailed grouse (Tympanuchus phasianellus), mule deer (Odocoileus hemoinus), mink (Mustela vison), spotted sandpiper (Actiius colchicus), bobcat (Felis reufs), blue grouse (Dendragapus obscurus), and mourning dove (Zenaida macroura). From field data collected, limiting life values or HSI's (Habitat Suitability Index's) for each indicator species was determined for existing habitats on project lands. From this data a long term management plan was developed. This report is designed to provide guidance for the management of project lands in relation to the habitat cover types discussed and the indicator species used to evaluate these cover types. In addition, the plan discusses management actions, habitat enhancements, and tools that will be used to enhance, protect and restore habitats to desired conditions. Through planned management actions biodiversity and vegetative structure can be optimized over time to reduce or eliminate, limiting HSI values for selected wildlife on project lands.

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

Role of quality assurance vs project manager's responsibility for waste projects

International Nuclear Information System (INIS)

Solecki, J.

1989-01-01

This paper takes a project manager's perspective and discusses the role of the quality assurance organization in the development, implementation and interface related to the QA program for waste projects. The author describes the role which the QA program plays in allowing project management to assure that the project manager knows what is placed in the repository and the characteristics of the surrounding environment meet closure requirements

Risk Management in Construction Project: Taking Fairness into Account

Science.gov (United States)

Górecki, Jarosław; Bizon-Górecka, Jadwiga

2017-10-01

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

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.

33 CFR 385.24 - Project Management Plans.

Science.gov (United States)

2010-07-01

... 33 Navigation and Navigable Waters 3 2010-07-01 2010-07-01 false Project Management Plans. 385.24... Processes § 385.24 Project Management Plans. (a) General requirements. (1) The Corps of Engineers and the... agencies, develop a Project Management Plan prior to initiating activities on a project. (2) The Project...

Was Project Management Life Really Better in Apollo?

Science.gov (United States)

2010-01-01

This slide presentation discusses the question of "Was Project Management Life Really Better in Apollo?" Was money really flowing freely all through Apollo? Are we wallowing in nostalgia and comparing current circumstances to a managerial time which did not exist? This talk discusses these and other questions as background for you as today s project managers. There are slides showing the timelines from before the speech that Kennedy gave promising to land a man on the moon, to the early 60's, when the manned space center prepared the preliminary lunar landing mission design, an NASA organization chart from 1970, various photos of the rockets, and the astronauts are presented. The next slides discuss the budgets from the 1960's to the early 1970's. Also the results of a survey of 62 managers, who were asked "What problems pose the greatest obstacles to successful project performance?"

A maturation model for project-based organisations – with uncertainty management as an always remaining multi-project management focus

Directory of Open Access Journals (Sweden)

Anna Jerbrant

2014-02-01

Full Text Available The classical view of multi-project management does not capture its dynamic nature. Present theory falls short in the expositive dimension of how management of project-based companies evolves because of their need to be agile and adaptable to a changing environment. The purpose of this paper is therefore to present a descriptive model that elucidates the maturation processes in a project-based organization as well as to give an enhanced understanding of multi-project management in practice. The maturation model displays how the management of project-based organizations evolves between structuring administration and managing any uncertainty, and emphasizes the importance of active individual actions and situated management actions that haveto be undertaken in order to coordinate, synchronize, and communicate the required knowledge and skills.The outcomes primarily reveal that, although standardized project models are used and considerable resources are spent on effective project portfolio management, how information and communication are executedis essential for the management of project-based organizations. This is particularly true for informal and non-codified communication.

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

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...

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...

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

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)

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.

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.

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

Project Management Life Cycle Models to Improve Management in High-rise Construction

Science.gov (United States)

Burmistrov, Andrey; Siniavina, Maria; Iliashenko, Oksana

2018-03-01

The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

Project Management Life Cycle Models to Improve Management in High-rise Construction

Directory of Open Access Journals (Sweden)

Burmistrov Andrey

2018-01-01

Full Text Available The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

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.

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

permitting, scheduling, costs, stakeholders and technical issues. To meet the customer's needs and deadlines, the project was managed with conscientious discipline and application of sound project management principles in the Project Management Institute's Project Management Body of Knowledge. Several factors contributed to project success. Extensive planning and preparation were conducted, which was instrumental to contract and procurement management. Anticipating issues and risks, CH2M HILL prepared well defined scope and expectations, particularly for safety. To ensure worker safety, the project management team incorporated CH2M HILL's Integrated Safety Management System (ISMS) into the project and included safety requirements in contracting documents and baseline planning. The construction contractor DelHur Industries, Inc. adopted CH2M HILL's safety program to meet the procurement requirement for a comparable ISMS safety program. This project management approach contributed to an excellent safety record for a project with heavy equipment in constant motion and 63,555 man-hours worked. The project manager worked closely with ORP and Ecology to keep them involved in project decisions and head off any stakeholder or regulatory concerns. As issues emerged, the project manager addressed them expeditiously to maintain a rigorous schedule. Subcontractors and project contributors were held to contract commitments for performance of the work scope and requirements for quality, budget and schedule. Another element of project success extended to early and continual involvement of all interested in the project scope. Due to the public sensitivity of constructing a landfill planned for radioactive waste as well as offsite waste, there were many stakeholders and it was important to secure their agreement on scope and time frames. The project had multiple participants involved in quality assurance surveillances, audits and inspections, including the construction contractor, CH2M HILL

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....

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

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

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

RISK MANAGEMENT APPROACHES AND PRACTICES IN IT PROJECTS

Directory of Open Access Journals (Sweden)

BRANDAS Claudiu

2012-07-01

Full Text Available Risk is identified in project management literature as an important factor influencing IT projects success, and it is relevant for both academic and practitionersn#8217; communities. The paper presents the past and current approaches to risk management in IT projects. The objective of this paper is to compare the different approaches and relate them to existing practices. Project management literature and practice have brought different approaches to risk management, and as a result, many projects ended in failure. We present how risk management is considered in the literature, and we compare the main two approaches: the evaluation approach and the management approach. The contingency approach does not consider risk management to be a specific process as it is an embedded process in the other project management processes. Then, we present the main practices in risk management. The methodology applied is based on documentary study review and analysis of the concepts used by the literature. We analyzed the literature published between 1978 and 2011 from the main journals for IT project management and found out that the essence of project management is risk management. The risk management practices have a considerable influence on stakeholdersn#8217; perception of project success. But, regardless of the chosen approach, a standard method for identifying, assessing, and responding to risks should be included in any project as this influences the outcome of the project.

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

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

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....

Project management for profit a failsafe guide to keeping projects on track and on budget

CERN Document Server

Knight, Joe; Angus, Brad; Case, John

2012-01-01

If your work involves projects, then this book is for you. It will show every company owner and project manager—at businesses large and small—how to run projects differently. You’ll benefit if you’ve ever: • been over budget on a project • exceeded a timeline on a project • worked on a project that completely stalled as you neared the finish line • lost money on a sure-thing project and had no idea why • noticed that scope and feature creep held you back • watched a project take three times as long as planned • felt too embarrassed to perform a review of your successes and failures • wondered whether your project actually made any money By the time you finish the book, you’ll be ready to implement Project Management for Profit in your own company—and be prepared to keep your projects on track and on budget.

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...

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

International Nuclear Information System (INIS)

Voth, C.B.

1996-01-01

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

Making project documentation a positive tool for management

International Nuclear Information System (INIS)

Shirley, C.G.

1985-01-01

Since 1980, Sandia National Laboratory has been designing and constructing Particle Beam Fusion Accelerator II. One managerial challenge of a large project is the problem of handling information. The scope of the PBFA-II projet may be gauged by its cost: $19.4 million for the accelerator itself, $9.5 million for buildings and standard utilities, and $9.6 million for specialized utilities and support systems. The first need of the project at its outset, then, was communication, and this remains a chief function of the CPO. If the nature or magnitude of the risk changes in any one area, the entire project team must know. If a design is changed, persons working on interdependent efforts must know. Some of this communication takes place naturally and informally. But project procedures must guarantee that all important communication is received by all necessary people, that the communication creates accountability, and that management receives timely, accurate reports. To put it another way, important communication requires project documentation. Documentation is both a record of the project and a tool for management

An Approach for Implementation of Project Management Information Systems

Science.gov (United States)

Běrziša, Solvita; Grabis, Jānis

Project management is governed by project management methodologies, standards, and other regulatory requirements. This chapter proposes an approach for implementing and configuring project management information systems according to requirements defined by these methodologies. The approach uses a project management specification framework to describe project management methodologies in a standardized manner. This specification is used to automatically configure the project management information system by applying appropriate transformation mechanisms. Development of the standardized framework is based on analysis of typical project management concepts and process and existing XML-based representations of project management. A demonstration example of project management information system's configuration is provided.

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

Directory of Open Access Journals (Sweden)

E. D. Dobrova

2016-01-01

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

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...

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

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

TIME MANAGEMENT AND ITS IMPLEMENTATION AT PRODUCTION COMPANIES

Directory of Open Access Journals (Sweden)

Yurii Safonov

2017-11-01

Full Text Available The purpose and objectives. Time management is still not a very popular element in many enterprises, while its implementation significantly increases staff productivity and, ultimately, the effectiveness of the company. For this reason, the purpose of the article is to promote time management in a business environment by providing specific tools, principles, methods and systems, and to show its importance to the company and describe the influence of time management for the enterprise. Methods. The study used a generalization, systematization, empirical research, systematic and logical approach to the development of theoretical and methodological provisions for instrumental support management performance of the industrial enterprise. Results. Time management is one of the most important strategic tools of the modern manager. It can help both existing companies and companies that are just launched (the project. Practical implications. The current goal of time management as a mechanism to improve the efficiency of the company. Value/originality. To implement it, the company offered a popular time management system, allowing the company to increase the effectiveness of its activities.

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

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.

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.

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

Alternative techniques for environmental project management

International Nuclear Information System (INIS)

Reeves, S.

1994-01-01

Beginning in the late 1970s and early 1980s, increased regulation and recognition of ground water as an important natural resource led industry to address subsurface contamination at many sites. This caused the industry's dependence on environmental consultants to increase drastically. Initially, the accepted practice for addressing environmental concerns was to rely upon consultants to determine appropriate work scope, budgets, procedures and regulatory interaction. While significant advances have been made in technology and consulting services, improvement in project management and cost containment have been limited. In order to effectively manage environmental projects, it is imperative that business risks and standardized project management practices be factored into environmental solutions. A standardized environmental project management program was developed and applied to projects at petroleum marketing facilities throughout the United States. Following development and implementation, detailed studies were conducted to measure the value of standardization in reducing costs and enhancing efficiencies. The results indicate significant improvement in both reducing project costs and in enhancing the efficiency of consultants

Application of project management methodology in design management of nuclear safety related structure

International Nuclear Information System (INIS)

Chen Mao

2004-01-01

This paper focuses on the application of project management methodology in the design management of Nuclear Safety Related Structure (NSRS), considering the design management features of its civil construction. Based on the experiences from the management of several projects, the project management triangle is proposed to be used in the management, to well treat the position of design interface in the project management. Some other management methods are also proposed

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

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 ...

Project Portfolio Management for Academic Libraries: A Gentle Introduction

Science.gov (United States)

Vinopal, Jennifer

2012-01-01

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

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

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

issues as well as challenges with permitting, scheduling, costs, stakeholders and technical issues. To meet the customer's needs and deadlines, the project was managed with conscientious discipline and application of sound project management principles in the Project Management Institute's Project Management Body of Knowledge. Several factors contributed to project success. Extensive planning and preparation were conducted, which was instrumental to contract and procurement management. Anticipating issues and risks, CH2M HILL prepared well defined scope and expectations, particularly for safety. To ensure worker safety, the project management team incorporated CH2M HILL's Integrated Safety Management System (ISMS) into the project and included safety requirements in contracting documents and baseline planning. The construction contractor DelHur Industries, Inc. adopted CH2M HILL's safety program to meet the procurement requirement for a comparable ISMS safety program. This project management approach contributed to an excellent safety record for a project with heavy equipment in constant motion and 63,555 man-hours worked. The project manager worked closely with ORP and Ecology to keep them involved in project decisions and head off any stakeholder or regulatory concerns. As issues emerged, the project manager addressed them expeditiously to maintain a rigorous schedule. Subcontractors and project contributors were held to contract commitments for performance of the work scope and requirements for quality, budget and schedule. Another element of project success extended to early and continual involvement of all interested in the project scope. Due to the public sensitivity of constructing a landfill planned for radioactive waste as well as offsite waste, there were many stakeholders and it was important to secure their agreement on scope and time frames. The project had multiple participants involved in quality assurance surveillances, audits and

The Challenges and Enhancing Opportunities of Global Project Management: Evidence from Chinese and Dutch Cross-Cultural Project Management

OpenAIRE

Zhang, Ying; Marquis, Christopher G; Filippov, Sergey; Haasnoot, Henk-Jan; van der Steen, Martijn

2015-01-01

This study investigates the role of national and organisational culture in day-to-day activities of multinational project teams, specifically focusing on differences between Chinese and Dutch project managers. We rely on fieldwork observation and interviews with representatives from a diverse set of organizations in China and the Netherlands. Analyses focus on the impact of cultural differences on five project management processes – (1) project planning, (2) cost and quality management, (3) r...

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.

The IT project manager competencies that impact project success – A qualitative research

Directory of Open Access Journals (Sweden)

Cíntia Cristina Silva de Araújo

2015-07-01

Full Text Available Since there is a lack of studies about the relationship of IT project manager competencies and project success, this paper will address the following research question: Which competencies should IT project managers develop in order to achieve success in IT projects? To answer this question, we conducted a qualitative research with an exploratory approach. To collect data, twelve (12 in-depth interviews were done with Brazilian project managers from different companies from several business sectors. The analysis results pointed out that for our respondents the most needed category of competencies are team management, business domain knowledge,  communication, project management and people skills. As other authors have affirmed, technical skills were considered to be less relevant to project success than interpersonal and intrapersonal competencies.

School Building Projects: Managing Insurance and Contracts during Construction

Science.gov (United States)

Shands, Richard

2011-01-01

Managing the risks inherent in a building project presents a challenge and opportunities not often encountered in the ordinary affairs of a school district. A building project brings the district, its staff, and students, as well as the community, in close contact with architects and engineers and a number of contractors for a period of time often…

Projects management in organization on the selected example

OpenAIRE

A. Kania; M. Spilka; S. Griner

2013-01-01

Purpose: In this paper stages of project management taking into consideration many useful tools and methods were presented. The quality management in the project, the risk estimation, costs of the project realization and many others were discussed. The analysis of project management of an element using in an automotive industry was carried out.Design/methodology/approach: In this article classification of the projects was presented. The stages of project management and relations among them we...

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

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...

OPTIMALISASI GITHUB UNTUK SOFTWARE PROJECT MANAGEMENT DENGAN MEMANFAATKAN NOTIFIKASI SMS

Directory of Open Access Journals (Sweden)

Syarif Hidayatulloh

2016-03-01

Full Text Available Abstract - software project management is the art and science of planning and supervision in software projects. On project management software many emerging constraints that could result in his development and software development. One of the key points in a project the software repository is the time it takes to comment on, add and merge source code. Rapid feedback to make the members of a software project team was pleased to contribute in a software project. Problems on Github repository is when the notification was delivered via the web and email are not directly addressed because the members of the project management software rarely check emails. The methods used in this study is a literature study and experiments of different cases in the article, book or paper that discusses how to implement project management software quality so the software project goals can be achieved. Conclusion the results of the research that has been done is to apply the SMS notification on Github is expected to further speed up the interaction and communication between members in a software project and makes it easier for an IT manager in conducting management on Github project. Keywords: Software project management, GitHub, notification, SMS Abstrak - Manajemen proyek Perangkat lunak adalah seni dan ilmu perencanaan dan pembimbingan dalam proyek perangkat lunak. Pada manajemen proyek perangkat lunak banyak muncul kendala-kendala yang dapat mengakibatkan lamanya pembangunan dan pengembangan perangkat lunak. Salah satu poin penting dalam sebuah repositori proyek perangkat lunak adalah waktu yang dibutuhkan untuk mengomentari, menambahkan dan menggabungkan source code. Feedback yang cepat membuat anggota-anggota tim proyek perangkat lunak merasa senang untuk berkontribusi dalam sebuah proyek perangkat lunak. Permasalahan pada repositori Github adalah ketika notifikasi yang disampaikan lewat web dan email tidak langsung ditanggapi karena anggota-anggota proyek

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

Directory of Open Access Journals (Sweden)

N. B. Kasim

2011-10-01

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

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.

Application of Project Time Management Tools and Techniques to the Construction Industry in the Gaza Strip

Directory of Open Access Journals (Sweden)

Nabil Sawalhi

2012-11-01

Full Text Available The objective of this paper is to investigate the level of applying theproject time management tools and techniques by public ownersand construction contractors in the Gaza Strip. This study hasbeen conducted by means of a survey questionnaire. Seventythreequestionnaires were distributed to target constructioncontractors and twenty-five questionnaires to public owners. Sixtycompleted questionnaires from contractors and twenty-threequestionnaires from public owners were received and analysed.The survey results indicated that contemporary project timemanagement tools and techniques are not widely used amonglocal contractors and owners. Lack of subcontractor’s knowledgeand awareness of the importance of project time managementtools and techniques are still major obstacles toward the efficientutilisation of such tools. This study recommended that there is anurgent need to establish a professional industry body such as anInstitute of Building to review and evaluate existing local projectmanagement practices. This professional body may be establishedby the government through the Ministry of Housing and PublicWorks or by the local university in cooperation with a similarinternational professional industry body. Current training effortshould be tailored to encourage owners and contractors to usework breakdown structures, resource optimisation, and networkscheduling.

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...

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)

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

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...

A Management Maturity Model (MMM for project-based organisational performance assessment

Directory of Open Access Journals (Sweden)

Craig Langston

2016-12-01

Full Text Available Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide published by the Project Management Institute (PMI, but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.

7 CFR 3560.102 - Housing project management.

Science.gov (United States)

2010-01-01

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

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...

Use of the project management methodology to establish physical protection system at nuclear facility

International Nuclear Information System (INIS)

Gramotkin, F.; Kuzmyak, I.; Kravtsov, V.

2015-01-01

The paper considers the possibility of using the project management methodology developed by the Project Management Institute (USA) in nuclear security in terms of modernization or development of physical protection system at nuclear facility. It was demonstrated that this methodology allows competent and flexible management of the projects on physical protection, ensuring effective control of their timely implementation in compliance with the planned budget and quality

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...

On Best Practices for Risk Management in Complex Projects

Directory of Open Access Journals (Sweden)

Dan BENTA

2011-01-01

Full Text Available Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives.

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....

Effective Safety Management in Construction Project

Science.gov (United States)

Othman, I.; Shafiq, Nasir; Nuruddin, M. F.

2017-12-01

Effective safety management is one of the serious problems in the construction industry worldwide, especially in large-scale construction projects. There have been significant reductions in the number and the rate of injury over the last 20 years. Nevertheless, construction remains as one of the high risk industry. The purpose of this study is to examine safety management in the Malaysian construction industry, as well as to highlight the importance of construction safety management. The industry has contributed significantly to the economic growth of the country. However, when construction safety management is not implemented systematically, accidents will happen and this can affect the economic growth of the country. This study put the safety management in construction project as one of the important elements to project performance and success. The study emphasize on awareness and the factors that lead to the safety cases in construction project.

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.

Contributions of the PMBok to the Project Management of an ERP System Implementation

Directory of Open Access Journals (Sweden)

Rui Manuel da Silva Gomes

2013-12-01

Full Text Available The implementation of Enterprise Resource Planning (ERP Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK, coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management.DOI:10.5585/gep.v4i2.37

Development of advanced JGIS considering qualify management and project management

International Nuclear Information System (INIS)

Kawachi, Susumu; Ohi, Takao; Kawamura, Makoto; Ishihara, Yoshinao; Ebina, Takanori

2008-03-01

A system for managing and integrating the technical information of R and D was developed (JGIS: JAEA Geological Disposal Information Integration System). The subjects are to improve the usability as the system and the usability to record the information and the data in order to display the function of the system sufficiently and in order to enable the practical use of the system. In this study the aims are to display the function of JGIS and to enable the researchers as the users to recognize the significance of using JGIS. We built the conceptual design in order to implement the function of quality management and project management to JGIS. We considered that researchers could access the portal site of the research projects which were set as the WBS (Work Breakdown Structure) items and could confirm which WBS item the research project belonged to in the whole plan. We also considered that the research projects could be managed by using the conformity assessment sheets which were adopted for the quality management. The appendix contains the example of application of real projects to JGIS and the user's manual of JGIS (Example of a study of potential impact of natural phenomena). We demonstrated that researchers could confirm which WBS item the research project related to in JGIS and could manage the quality of the research projects by using the conformity assessment sheets in JGIS. (author)

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…

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.

Project management: a case of fixed price IS/IT projects. Analysis of projects by project scopes

Directory of Open Access Journals (Sweden)

Miroslav Kral

2012-10-01

Full Text Available The paper provides an overview of major issues of IS / IT projects. Attention will be focused on projects that are implemented under a contract for a specified amount of work and fixed price. The main purpose of the paper is to analyse the project parameters in terms of the types of projects, and to confirm, or refuse, a hypothesis related to this. There is some evidence from the portfolio of projects that have been implemented by the international companies providing IT services. Regarding the localisation, CEE region was selected for our research. The outputs of the paper should be a contribution to managing IS/IT projects in IT service delivery organizations and for the support of innovative thinking about project management generally.

The Future of Project Management in Technical Communication

DEFF Research Database (Denmark)

Kampf, Constance

2006-01-01

Project Management increasing shapes workplace communication, especially when technical commuicators participate in cross-disciplinary development teams. This paper looks at the future of project management in technical communication and argues for a communicative approach to project management...... for technical communication students. The Project Management course in the International Bachelor Program of Marketing and Management Communication at the Aarhus School of Business is described, and the implications fortechnical communication curricula are discussed....

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 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…

Team research at the biology-mathematics interface: project management perspectives.

Science.gov (United States)

Milton, John G; Radunskaya, Ami E; Lee, Arthur H; de Pillis, Lisette G; Bartlett, Diana F

2010-01-01

The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics background and an experimentally oriented biology student. The team mentors typically ranked the students' performance very good to excellent over a range of attributes that included creativity and ability to conduct independent research. However, the research teams experienced problems meeting prespecified deadlines due to poor time and project management skills. Because time and project management skills can be readily taught and moreover typically reflect good research practices, simple modifications should be made to undergraduate curricula so that the promise of initiatives, such as MATH-BIO 2010, can be implemented.

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.

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...

A New Tool for Effective and Efficient Project Management

Energy Technology Data Exchange (ETDEWEB)

Willett, Jesse A [Washington State Univ., Pullman, WA (United States)

2011-12-01

Organizations routinely handle thousands of projects per year, and it is difficult to manage all these projects concurrently. Too often, projects do not get the attention they need when they need it. Management inattention can lead to late projects or projects with less than desirable content and/or deliverables. This paper discusses the application of Visual Project Management (VPM) as a method to track and manage projects. The VPM approach proved to be a powerful management tool without the overhead and restrictions of traditional management methods.

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)