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Sample records for cmhc project manager

  1. Guidelines for Project Management

    NASA Technical Reports Server (NTRS)

    Ben-Arieh, David

    2001-01-01

    Project management is an important part of the professional activities at Kennedy Space Center (KSC). Project management is the means by which many of the operations at KSC take shape. Moreover, projects at KSC are implemented in a variety of ways in different organizations. The official guidelines for project management are provided by NASA headquarters and are quite general. The project reported herein deals with developing practical and detailed project management guidelines in support of the project managers. This report summarizes the current project management effort in the Process Management Division and presents a new modeling approach of project management developed by the author. The report also presents the Project Management Guidelines developed during the summer.

  2. Managing Projects for Change: Contextualised Project Management

    ERIC Educational Resources Information Center

    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…

  3. Project Risk Management

    NASA Technical Reports Server (NTRS)

    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.

  4. Spent Nuclear Fuel project, project management plan

    SciTech Connect

    Fuquay, B.J.

    1995-10-25

    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

  5. Principles of project management

    NASA Technical Reports Server (NTRS)

    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.

  6. FLEXI Project Management Survey

    NASA Astrophysics Data System (ADS)

    Rohunen, Anna; Krzanik, Lech; Kuvaja, Pasi; Similä, Jouni; Rodriguez, Pilar; Hyysalo, Jarkko; Linna, Tommi

    FLEXI Project Management Survey (FLEXI PMS) has been established to gain detailed knowledge on how the software industry - in particular successful companies - manages agile software development. FLEXI PMS investigates the actual agile values, principles, practices and contexts. The survey is supported by a careful literature review and analysis of existing studies. Special attention is attached to large, multi-site, multi-company and distributed projects - the target area of FLEXI project. The survey is intended to provide solid data for further knowledge acquisition and project/company positioning with regard to feasible agile management practices.

  7. Managing Projects with KPRO

    NASA Technical Reports Server (NTRS)

    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.

  8. Project Management for International Development.

    ERIC Educational Resources Information Center

    Axelrod, Valija M.; Magisos, Joel H.

    A project developed a content model for international project management training. It also compiled a bibliography of project management references, identified specific project management training needs based upon a survey of international sponsors and contractor personnel, and documented the training needs of international project managers. Data…

  9. Ace Project as a Project Management Tool

    ERIC Educational Resources Information Center

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

    2010-01-01

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

  10. Project management tool

    NASA Technical Reports Server (NTRS)

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

    2009-01-01

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

  11. Campus Energy Management Projects.

    ERIC Educational Resources Information Center

    Welzenbach, Lanora, Ed.

    This publication is a compilation of data concerning energy conservation measures at more than 60 colleges and universities in the United States and Canada. The data are presented for the information of all who are interested in the variety of ways in which institutions of higher education are managing energy. Project descriptions are divided into…

  12. Enhanced project management tool

    NASA Technical Reports Server (NTRS)

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

    2012-01-01

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

  13. Project Management Methodology in Human Resource Management

    ERIC Educational Resources Information Center

    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…

  14. Program and Project Management Framework

    NASA Technical Reports Server (NTRS)

    Butler, Cassandra D.

    2002-01-01

    The primary objective of this project was to develop a framework and system architecture for integrating program and project management tools that may be applied consistently throughout Kennedy Space Center (KSC) to optimize planning, cost estimating, risk management, and project control. Project management methodology used in building interactive systems to accommodate the needs of the project managers is applied as a key component in assessing the usefulness and applicability of the framework and tools developed. Research for the project included investigation and analysis of industrial practices, KSC standards, policies, and techniques, Systems Management Office (SMO) personnel, and other documented experiences of project management experts. In addition, this project documents best practices derived from the literature as well as new or developing project management models, practices, and techniques.

  15. Maximum Capital Project Management.

    ERIC Educational Resources Information Center

    Adams, Matt

    2002-01-01

    Describes the stages of capital project planning and development: (1) individual capital project submission; (2) capital project proposal assessment; (3) executive committee; and (4) capital project execution. (EV)

  16. BC Medication Management Project

    PubMed Central

    Henrich, Natalie; Tsao, Nicole; Gastonguay, Louise; Lynd, Larry

    2015-01-01

    Background: The BC Medication Management Project (BCMMP) was developed by the BC Ministry of Health and the BC Pharmacy Association. This pilot project ran from September 2010 to January 2012. Pharmacists reviewed patients’ medication histories, discussed best use of medications, provided education and monitored for adverse effects, developed a plan to deal with medication issues and created a best possible medication history. Methods: To evaluate the experience of participating in the BCMMP, challenges and strengths of the project and the alignment of these experiences with the overarching goals, focus groups and interviews were conducted with 6 stakeholder groups. Themes were compared within and across stakeholder type and descriptively analyzed. Results: A total of 88 people participated in the focus groups/interviews. Pharmacists stated that providing BCMMP services was professionally satisfying and concurred with patients that the service did benefit them. However, participating in the BCMMP was not seen as financially sustainable by pharmacy owners, and there were concerns about patient selection. Physicians expressed concerns about increased workload associated with the BCMMP, for which they were not compensated. The computer system and burden of documentation were identified as the greatest problems. Conclusions: The BCMMP pilot project was enthusiastically received by pharmacists and patients who felt that it benefited patients and moved the pharmacy profession in a positive direction. It was widely felt that the BCMMP could be successful and sustainable if the identified challenges are addressed. PMID:25983759

  17. Project Management in Higher Education

    ERIC Educational Resources Information Center

    Alpert, Shannon Atkinson

    2011-01-01

    This study identified factors that influenced the use of project management in higher education research projects. Using a qualitative grounded theory approach that included in-depth interviews with assistant professors, the researcher examined how these individuals were using project management processes and tools and factors that enabled,…

  18. Application of Project Portfolio Management

    NASA Astrophysics Data System (ADS)

    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.

  19. NICA project management information system

    NASA Astrophysics Data System (ADS)

    Bashashin, M. V.; Kekelidze, D. V.; Kostromin, S. A.; Korenkov, V. V.; Kuniaev, S. V.; Morozov, V. V.; Potrebenikov, Yu. K.; Trubnikov, G. V.; Philippov, A. V.

    2016-09-01

    The science projects growth, changing of the efficiency criteria during the project implementation require not only increasing of the management specialization level but also pose the problem of selecting the effective planning methods, monitoring of deadlines and interaction of participants involved in research projects. This paper is devoted to choosing the project management information system for the new heavy-ion collider NICA (Nuclotron based Ion Collider fAcility). We formulate the requirements for the project management information system with taking into account the specifics of the Joint Institute for Nuclear Research (JINR, Dubna, Russia) as an international intergovernmental research organization, which is developed on the basis of a flexible and effective information system for the NICA project management.

  20. The Project Manager's Tool Kit

    NASA Technical Reports Server (NTRS)

    Cameron, W. Scott

    2003-01-01

    Project managers are rarely described as being funny. Moreover, a good sense of humor rarely seems to be one of the deciding factors in choosing someone to be a project manager, or something that pops up as a major discussion point at an annual performance review. Perhaps this is because people think you aren't serious about your work if you laugh. I disagree with this assessment, but that's not really my point. As I talk to people either pursuing a career in project management, or broadening their assignment to include project management, I encourage them to consider what tools they need to be successful. I suggest that they consider any strength they have to be part of their Project Management (PM) Tool Kit, and being funny could be one of the tools they need.

  1. 6 Project-Management Tips

    ERIC Educational Resources Information Center

    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…

  2. Waste Management Process Improvement Project

    SciTech Connect

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

    2002-02-25

    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.

  3. Project Hanford management contract quality improvement project management plan

    SciTech Connect

    ADAMS, D.E.

    1999-03-25

    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.

  4. Managing a project's legacy: implications for organizations and project management

    NASA Technical Reports Server (NTRS)

    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. .

  5. 7 CFR 3565.351 - Project management.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 15 2012-01-01 2012-01-01 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...

  6. 7 CFR 3565.351 - Project management.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 15 2011-01-01 2011-01-01 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...

  7. 7 CFR 3565.351 - Project management.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 15 2014-01-01 2014-01-01 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...

  8. 7 CFR 3565.351 - Project management.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 15 2013-01-01 2013-01-01 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...

  9. River Protection Project (RPP) Project Management Plan

    SciTech Connect

    NAVARRO, J.E.

    2001-03-07

    The Office of River Protection (ORP) Project Management Plan (PMP) for the River Protection Project (RPP) describes the process for developing and operating a Waste Treatment Complex (WTC) to clean up Hanford Site tank waste. The Plan describes the scope of the project, the institutional setting within which the project must be completed, and the management processes and structure planned for implementation. The Plan is written from the perspective of the ORP as the taxpayers' representative. The Hanford Site, in southeastern Washington State, has one of the largest concentrations of radioactive waste in the world, as a result of producing plutonium for national defense for more than 40 years. Approximately 53 million gallons of waste stored in 177 aging underground tanks represent major environmental, social, and political challenges for the U.S. Department of Energy (DOE). These challenges require numerous interfaces with state and federal environmental officials, Tribal Nations, stakeholders, Congress, and the US Department of Energy-Headquarters (DOE-HQ). The cleanup of the Site's tank waste is a national issue with the potential for environmental and economic impacts to the region and the nation.

  10. Waste Management Project Contingency Analysis

    SciTech Connect

    Edward L. Parsons, Jr.

    1999-08-31

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

  11. How Project Managers Really Manage: An Indepth Look at Some Managers of Large, Complex NASA Projects

    NASA Technical Reports Server (NTRS)

    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.

  12. Project management at a university

    NASA Astrophysics Data System (ADS)

    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.

  13. Software Tools Streamline Project Management

    NASA Technical Reports Server (NTRS)

    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

  14. The Project Manager Who Saved His Country

    NASA Technical Reports Server (NTRS)

    Baniszewski, John

    2008-01-01

    George Meade defeated Robert E. Lee, one of the greatest military leaders of all time. How did he do it? By using the skills he had learned as a project manager and outperforming Lee in all aspects of project management. Most project managers are familiar with the Project Management Institute's "Guide to the Project Management Body of Knowledge" (PMBOK), which identifies the skills and knowledge crucial to successful project management. Project managers need to make sure that all the elements of a project work together. They must develop and execute plans and coordinate changes to those plans. A project manager must define the scope of the work, break it into manageable pieces, verify and control what work is being done, and make sure that the work being done is essential to the project. Every project manager knows the challenges of schedule and the value of schedule slack. Project managers must get the resources they need and use them effectively. Project managers get the people they need and use their talents to achieve mission success. Projects generate huge amounts of information. A key to project success is getting sufficient and accurate information to the people who need it when they need it. Project managers must identify and quantify the risks that jeopardize project success and make plans for dealing with them. Studying Meade and Lee's performances at Gettysburg can help modern project managers appreciate, develop, and use the skills they need to be good project managers. The circumstances may be different, but the basic principles are the same. This dramatic event in American history shows how the skills of project management can be used in almost any situation. Former project manager George Meade used those skills to change the tide of the Civil War.

  15. Managing projects for high performance

    SciTech Connect

    Shepard, H.; Gonzalez, J.

    1984-02-01

    Interviews and observations by the authors in a number of large successful projects in the energy, chemicals and aerospace industries led to the formulation of a set of management principles which are presented here. They concern leadership style, organization structure and culture, spirit, team work, foresight and continuity.

  16. The Project-Oriented Matrix and Instructional Development Project Management.

    ERIC Educational Resources Information Center

    Clymer, E. William

    1984-01-01

    Describes organizational factors that influence most instructional development projects, relates them to the features of the project-oriented matrix, and lists and explains specific matrix management strategies that instructional developers can use to solve common management problems. (MBR)

  17. Risk Management of NASA Projects

    NASA Technical Reports Server (NTRS)

    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.

  18. 7 CFR 3565.351 - Project management.

    Code of Federal Regulations, 2010 CFR

    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 condition of the guarantee, the lender is to obtain borrower certification that the project is in...

  19. 44 CFR 206.438 - Project management.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 44 Emergency Management and Assistance 1 2010-10-01 2010-10-01 false Project management. 206.438... Project management. (a) General. The State serving as grantee has primary responsibility for project... actual project costs are exceeding the approved estimates. Cost overruns which can be met...

  20. Computer Aided Management for Information Processing Projects.

    ERIC Educational Resources Information Center

    Akman, Ibrahim; Kocamustafaogullari, Kemal

    1995-01-01

    Outlines the nature of information processing projects and discusses some project management programming packages. Describes an in-house interface program developed to utilize a selected project management package (TIMELINE) by using Oracle Data Base Management System tools and Pascal programming language for the management of information system…

  1. 44 CFR 206.438 - Project management.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 44 Emergency Management and Assistance 1 2011-10-01 2011-10-01 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...

  2. 44 CFR 206.438 - Project management.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 44 Emergency Management and Assistance 1 2014-10-01 2014-10-01 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...

  3. 44 CFR 206.438 - Project management.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 44 Emergency Management and Assistance 1 2012-10-01 2011-10-01 true 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...

  4. 44 CFR 206.438 - Project management.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 44 Emergency Management and Assistance 1 2013-10-01 2013-10-01 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...

  5. Managing MDO Software Development Projects

    NASA Technical Reports Server (NTRS)

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

    2002-01-01

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

  6. Project Management Plan for the Hanford Environmental Dose Reconstruction Project

    SciTech Connect

    Shipler, D.B.

    1992-03-01

    This Project Management Plan (PMP) describes the approach that will be used to manage the Hanford Environmental Dose Reconstruction (HEDR) Project. The plan describes the management structure and the technical and administrative control systems that will be used to plan and control the HEDR Project performance. The plan also describes the relationship among key project participants: Battelle, the Centers for Disease Control (CDC), and the Technical Steering Panel (TSP).

  7. On Services for Collaborative Project Management

    NASA Astrophysics Data System (ADS)

    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.

  8. Update on Service Management project

    ScienceCinema

    None

    2016-07-12

    GS and IT Service Management project status meeting -------------------------------------------------------------------------- Distribution: Sigurd Lettow, Frederic Hemmer, Thomas Pettersson, David Foster, Matti Tiirakari, GS⁢ Service Providers When and where: Thursday 2nd September at 10:00-11:30 in IFiltration Plant (222-R-001) Dear All, We would like to inform you about progress made on different topics like the Service Catalogue, the new Service Management Tool and the Service Desk. We would also like to present the plan for when we hope to "go live" and what this will mean for all of you running and providing services today. We will need your active support and help in the coming months to make this happen. GS⁢ Service Management Teams Reinoud Martens, Mats Moller

  9. Update on Service Management project

    SciTech Connect

    2011-02-28

    GS and IT Service Management project status meeting -------------------------------------------------------------------------- Distribution: Sigurd Lettow, Frederic Hemmer, Thomas Pettersson, David Foster, Matti Tiirakari, GS⁢ Service Providers When and where: Thursday 2nd September at 10:00-11:30 in IFiltration Plant (222-R-001) Dear All, We would like to inform you about progress made on different topics like the Service Catalogue, the new Service Management Tool and the Service Desk. We would also like to present the plan for when we hope to "go live" and what this will mean for all of you running and providing services today. We will need your active support and help in the coming months to make this happen. GS⁢ Service Management Teams Reinoud Martens, Mats Moller

  10. Breakthrough Propulsion Physics Project: Project Management Methods

    NASA Technical Reports Server (NTRS)

    Millis, Marc G.

    2004-01-01

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

  11. Finance and supply management project execution plan

    SciTech Connect

    BENNION, S.I.

    1999-02-10

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

  12. Practical Project Management for Education and Training.

    ERIC Educational Resources Information Center

    Lockitt, Bill

    This booklet provides a succinct guide to effective management procedures, including whether and how to take on projects, estimation of costs prior to project bids, project management tools, case studies, and practical exercises for staff development activities. Chapter 1 investigates why institutions take on projects, issues involved, benefits…

  13. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward J. (Editor)

    1994-01-01

    This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

  14. Female Project Managers' Workplace Problems: a Survey

    NASA Astrophysics Data System (ADS)

    Duong, Thuong Thi; Skitmore, Martin

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

  15. Project management practices in engineering university

    NASA Astrophysics Data System (ADS)

    Sirazitdinova, Y.; Dulzon, A.; Mueller, B.

    2015-10-01

    The article presents the analysis of usage of project management methodology in Tomsk Polytechnic University, in particular the experience with the course Project management which started 15 years ago. The article presents the discussion around advantages of project management methodology for engineering education and administration of the university in general and the problems impeding extensive implementation of this methodology in teaching, research and management in the university.

  16. Database Design for Preservation Project Management: The California Newspaper Project.

    ERIC Educational Resources Information Center

    Hayman, Lynne M.

    1997-01-01

    Describes a database designed to manage a serials preservation project in which issues from multiple repositories are gathered and collated for preservation microfilming. Management information, added to bibliographic and holdings records, supports the production of reports tracking preservation activity. (Author)

  17. The Environmental Management Project Manager`s Handbook for improved project definition

    SciTech Connect

    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.

  18. 43 CFR 418.29 - Project management.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 43 Public Lands: Interior 1 2011-10-01 2011-10-01 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...

  19. 43 CFR 418.29 - Project management.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 43 Public Lands: Interior 1 2014-10-01 2014-10-01 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...

  20. 43 CFR 418.29 - Project management.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 43 Public Lands: Interior 1 2012-10-01 2011-10-01 true 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...

  1. 43 CFR 418.29 - Project management.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 43 Public Lands: Interior 1 2013-10-01 2013-10-01 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...

  2. 43 CFR 418.29 - Project management.

    Code of Federal Regulations, 2010 CFR

    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...

  3. Basic Project Management Methodologies for Survey Researchers.

    ERIC Educational Resources Information Center

    Beach, Robert H.

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

  4. Graduate Student Project: Operations Management Product Plan

    ERIC Educational Resources Information Center

    Fish, Lynn

    2007-01-01

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

  5. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor)

    1991-01-01

    This volume is the third in an ongoing series on aerospace project management at NASA. Articles in this volume cover the attitude of the program manager, program control and performance measurement, risk management, cost plus award fee contracting, lessons learned from the development of the Far Infrared Absolute Spectrometer (FIRAS), small projects management, and age distribution of NASA scientists and engineers. A section on resources for NASA managers rounds out the publication.

  6. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor)

    1990-01-01

    This volume is the third in an ongoing series on aerospace project management at NASA. Articles in this volume cover the attitude of the program manager, program control and performance measurement, risk management, cost plus award fee contracting, lessons learned from the development of the Far Infrared Absolute Spectrometer (FIRAS), small projects management, and age distribution of NASA scientists and engineers. A section on resources for NASA managers rounds out the publication.

  7. Status of Project Management Education in Pakistan

    ERIC Educational Resources Information Center

    Arain, Faisal Manzoor; Tipu, Syed Awais Ahmad

    2009-01-01

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

  8. Advancing Project Management in Learning Organizations

    ERIC Educational Resources Information Center

    Bourne, Lynda; Walker, Derek H. T.

    2004-01-01

    Effective project managers are required to have both "hard" technical skills to help control the iron triangle of time, cost and functional scope as well as relationship management skills to work effectively with people and get the best out of them. This paper argues that project managers also need a third skill: we refer to it as tapping into the…

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

    ERIC Educational Resources Information Center

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

    2010-01-01

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

  10. Project Management Plan for the Hanford Environmental Dose Reconstruction Project

    SciTech Connect

    Shipler, D.B.; McMakin, A.H.; Finch, S.M.

    1992-09-01

    This Project Management Plan (PMP) describes the approach being used to manage the Hanford Environmental Dose Reconstruction (HEDR) Project. The plan describes the management structure and the technical and administrative control systems used to plan and control HEDR Project performance. The plan also describes the relationship among key project participants: Battelle, the Centers for Disease control (CDC), and the Technical Steering Panel (TSP). Battelle`s contract with CDC only extends through May 1994 when the key technical work will be completed. There-fore, this plan is focused only on the period during which Battelle is a participant.

  11. Project Management Plan for the Hanford Environmental Dose Reconstruction Project

    SciTech Connect

    Shipler, D.B.; McMakin, A.H.; Finch, S.M.

    1992-09-01

    This Project Management Plan (PMP) describes the approach being used to manage the Hanford Environmental Dose Reconstruction (HEDR) Project. The plan describes the management structure and the technical and administrative control systems used to plan and control HEDR Project performance. The plan also describes the relationship among key project participants: Battelle, the Centers for Disease control (CDC), and the Technical Steering Panel (TSP). Battelle's contract with CDC only extends through May 1994 when the key technical work will be completed. There-fore, this plan is focused only on the period during which Battelle is a participant.

  12. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor)

    1992-01-01

    This volume is the fifth in an ongoing series on aerospace project management at NASA. Articles in this volume cover: an overview of the project cycle; SE&I management for manned space flight programs; shared experiences from NASA Programs and Projects - 1975; cost control for Mariner Venus/Mercury 1973; and the Space Shuttle - a balancing of design and politics. A section on resources for NASA managers rounds out the publication.

  13. Amine Swingbed Payload Project Management

    NASA Technical Reports Server (NTRS)

    Hayley, Elizabeth; Curley, Su; Walsh, Mary

    2011-01-01

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

  14. Amine Swingbed Payload Project Management

    NASA Technical Reports Server (NTRS)

    Walsch, Mary; Curley, Su

    2013-01-01

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

  15. Toward an expert project management system

    NASA Technical Reports Server (NTRS)

    Silverman, Barry G.; Murray, Arthur; Diakite, Coty; Feggos, Kostas

    1987-01-01

    The purpose of the research effort is to prescribe a generic reusable shell that any project office can install and customize for the purposes of advising, guiding, and supporting project managers in that office. The prescribed shell is intended to provide both: a component that generates prescriptive guidance for project planning and monitoring activities, and an analogy (intuition) component that generates descriptive insights of previous experience of successful project managers. The latter component is especially significant in that it has the potential to: retrieve insights, not just data, and provide a vehicle for expert PMs to easily transcribe their current experiences in the course of each new project managed.

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

    ERIC Educational Resources Information Center

    Lively, William R.

    2014-01-01

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

  17. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor)

    1988-01-01

    This collection of papers and resources on aerospace management issues is inspired by a desire to benefit from the lessons learned from past projects and programs. Inherent in the NASA culture is a respect for divergent viewpoints and innovative ways of doing things. This publication presents a wide variety of views and opinions. Good management is enhanced when program and project managers examine the methods of veteran managers, considering the lessons they have learned and reflected on their own guiding principles.

  18. How Does a Project Manager's Level of Development Influence Conceptualizations of Project Management and the Project Development Environment?

    ERIC Educational Resources Information Center

    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…

  19. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor)

    1989-01-01

    This new collection of papers on aerospace management issues contains a history of NASA program and project management, some lessons learned in the areas of management and budget from the Space Shuttle Program, an analysis of tools needed to keep large multilayer programs organized and on track, and an update of resources for NASA managers. A wide variety of opinions and techniques are presented.

  20. Building Excellence in Project Execution: Integrated Project Management

    DTIC Science & Technology

    2015-04-30

    ååì~ä=^Åèìáëáíáçå= oÉëÉ~êÅÜ=póãéçëáìã= tÉÇåÉëÇ~ó=pÉëëáçåë= sçäìãÉ=f= = Building Excellence in Project Execution: Integrated Project Management Jamie...00-00-2015 to 00-00-2015 4. TITLE AND SUBTITLE Building Excellence in Project Execution: Integrated Project Management 5a. CONTRACT NUMBER...challenge by adopting and refining the CMMI Model and building the tenets of integrated project management (IPM) into project planning and execution

  1. A Theory of Software Project Management and PROMOL: A Project Management Modeling Language

    DTIC Science & Technology

    2008-03-01

    drivers that lead to functional and dysfunctional project behavior. We identify a set of criteria for assessing current and future modeling tools...project management theory that helps us to understand the conditions and drivers that lead to functional and dysfunctional project behavior. We identify...Turner explained the domain, the nature of project management, its governance and the functions of project management [27,28,29]. One year later

  2. Adapting Project Management Practices to Research-Based Projects

    NASA Technical Reports Server (NTRS)

    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.

  3. Department of Energy Project Management System

    SciTech Connect

    Not Available

    1981-01-08

    This manual provides guidance to all appropriate personnel for implementation of DOE Project Management Policy. It sets forth the principles and requirements that govern the development, approval, and execution of DOE's outlay programs as embodied within the Project Management System (PMS). Its primary goal is to assure application of sound management principles providing a disciplined, systematic, and coordinated approach resulting in efficient planning, organization, coordination, budgeting, management, review, and control of DOE projects. The provisions of this manual are mandatory for the Department's Major Systems Acquisitions (MSA's) and Major Projects and will be used for other projects to the extent practicable. Department's project-management task is over 250 projects, with a total estimated cost in excess of $24 billion at completion. This diverse array of project activities requires a broad spectrum of scientific, engineering, and management skills to assure that they meet planned technical and other objectives and are accomplished on schedule, within cost and scope, and that they serve the purposes intended. In recognition of these requirements and the Department's ever-increasing magnitude of responsibilities, an interim Project Management System was established and has been in use for over a year. This manual constitutes an update of the system based on the experience gained and lessons learned during this initial period.

  4. The Impact of Project Management Maturity upon IT/IS Project Management Outcomes

    ERIC Educational Resources Information Center

    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…

  5. 78 FR 16460 - Capital Project Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-03-15

    ... Federal Transit Administration 49 CFR Part 633 RIN 2132-AA92 Capital Project Management AGENCY: Federal... revise the agency's project management oversight regulations, in light of the recent, fundamental changes... Improvement and State of Good Repair programs, and the streamlining of the New Starts and Small Starts...

  6. Spent Nuclear Fuel Project Configuration Management Plan

    SciTech Connect

    Reilly, M.A.

    1995-06-09

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

  7. Personal computers as a project management tool

    SciTech Connect

    Levers, W.H.

    1985-01-01

    This paper deals with project management experience related to application of business level personal computers to two design and construction projects. Projects include brine support facilities for two 50 MW geothermal power plants in the Imperial Valley of California adjacent to the Mexican border. The installed value of the facilities involved is approximately $40 million.

  8. Putting the Q into Quality Project Management

    ERIC Educational Resources Information Center

    Lockitt, Bill

    2007-01-01

    Project management covers a wide range of skills and is one of the best forms of staff development available for the development of skills by doing. This publication is for the use of staff involved in e-learning development projects. An introduction and overview includes discussion of e-learning projects in general and why they are undertaken;…

  9. Global Project Management: Graduate Course

    DTIC Science & Technology

    2006-01-01

    business and if the project will have successful performance. In the final project presentation, the student should address what countries they may...the idiosyncrasies of different countries in an effort to plan a successful global project execution. Alternate schedule. This class may be used for...required? * Will religious factors influence the project? 24-Mar-06 ENCE ft 24 13 GP Characteristics * Multiple Time Zones * Exchange rates * Long

  10. Agile Project Management for e-Learning Developments

    ERIC Educational Resources Information Center

    Doherty, Iain

    2010-01-01

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

  11. Project management: break through or bust.

    PubMed

    Zimmer, B T

    1999-08-01

    Making a wrong choice can severely affect even the best-managed implementation (and project manager's careers). There is simply no margin for error, so getting it right the first time is not merely an option--it is a prerequisite for success. This article will first review why projects fail, then highlight the project management process used by McInnes Steel to specify, choose, and implement MRP II software that was "right" for them. Insights and experiences will also be shared to assist others in their project management activities. Project ultimate measurement is the successful integration of new technology into the culture of the organization. The first and most crucial step in any implementation is the specification and subsequent selection of the equipment or technology. It is important to make the right choice--one where the technology provides value-added services to the users to help them do their jobs better, now and into the future.

  12. Tucson Solar Village: Project management

    SciTech Connect

    Not Available

    1991-11-01

    The Tucson Solar Village is a Design/Build Project In Sustainable Community Development which responds to a broad spectrum of energy, environmental, and economic challenges. This project is designed for 820 acres of undeveloped State Trust Land within the Tucson city limits; residential population will be five to six thousand persons with internal employment provided for 1200. This is a 15 year project (for complete buildout and sales) with an estimated cost of $500 million. Details of the project are addressed with emphasis on the process and comments on its transferability.

  13. Engineering data management: Experience and projections

    NASA Technical Reports Server (NTRS)

    Jefferson, D. K.; Thomson, B.

    1978-01-01

    Experiences in developing a large engineering data management system are described. Problems which were encountered are presented and projected to future systems. Business applications involving similar types of data bases are described. A data base management system architecture proposed by the business community is described and its applicability to engineering data management is discussed. It is concluded that the most difficult problems faced in engineering and business data management can best be solved by cooperative efforts.

  14. When Serious Project Management is a Critical Business Requirement

    NASA Technical Reports Server (NTRS)

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

    2000-01-01

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

  15. Project management techniques for highly integrated programs

    NASA Technical Reports Server (NTRS)

    Stewart, J. F.; Bauer, C. A.

    1983-01-01

    The management and control of a representative, highly integrated high-technology project, in the X-29A aircraft flight test project is addressed. The X-29A research aircraft required the development and integration of eight distinct technologies in one aircraft. The project management system developed for the X-29A flight test program focuses on the dynamic interactions and the the intercommunication among components of the system. The insights gained from the new conceptual framework permitted subordination of departments to more functional units of decisionmaking, information processing, and communication networks. These processes were used to develop a project management system for the X-29A around the information flows that minimized the effects inherent in sampled-data systems and exploited the closed-loop multivariable nature of highly integrated projects.

  16. Risk management integration into complex project organizations

    NASA Technical Reports Server (NTRS)

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

    2002-01-01

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

  17. Project management oversight; Controversy or remedy

    SciTech Connect

    Lovejoy, N.B.; Mortensen, M.W. )

    1989-01-01

    In today's complex and litigious society with construction projects becoming ever more sophisticated, owners can no longer accept as a given that hiring a design engineer, construction manager, general contractor or an engineer procure construct (EPC) contractor ensures that their project will be well managed to complete on time and within budget. Mega capital projects today routinely encounter cost overruns and schedule delays. These circumstances create management problems, finger pointing, and lead to contractor claims which are becoming a major source of concern. This paper discusses one such avenue open to today's owners, to utilize the services of a project management oversight (PMO) consultant. PMO is a relatively new concept within the construction industry and as such is the subject of ongoing discussion and debate regarding its value.

  18. Competency model for the project managers of technical projects

    NASA Astrophysics Data System (ADS)

    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.'

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

    NASA Astrophysics Data System (ADS)

    Sanabria, Orlando

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

  20. Cultural differences in Research project management

    NASA Astrophysics Data System (ADS)

    Barbier, Michele

    2016-04-01

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

  1. Graduate Student Project: Employer Operations Management Analysis

    ERIC Educational Resources Information Center

    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…

  2. Waste management project technical baseline description

    SciTech Connect

    Sederburg, J.P.

    1997-08-13

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

  3. Evaluation of the School Administration Manager Project

    ERIC Educational Resources Information Center

    Turnbull, Brenda J.; Haslam, M. Bruce; Arcaira, Erikson R.; Riley, Derek L.; Sinclair, Beth; Coleman, Stephen

    2009-01-01

    The School Administration Manager (SAM) project, supported by The Wallace Foundation as part of its education initiative, focuses on changing the conditions in schools that prevent principals from devoting more time to instructional leadership. In schools participating in the National SAM Project, principals have made a commitment to increase the…

  4. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor); Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

    1995-01-01

    This volume is the ninth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.

  5. Issues in NASA program and project management

    NASA Technical Reports Server (NTRS)

    Hoban, Francis T. (Editor)

    1993-01-01

    This volume is the sixth in an ongoing series on aerospace project management at NASA. Articles in this volume cover evolution of NASA cost estimating; SAM 2; National Space Science Program: strategies to maximize science return; and human needs, motivation, and results of the NASA culture surveys. A section on resources for NASA managers rounds out the publication.

  6. Building Excellence in Project Execution Integrated Project Management

    DTIC Science & Technology

    2015-05-01

    to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE MAY...characteristics of unification , consolidation, communication and integrative actions that are crucial to controlled project execution through completion... itative R isk Analysis Project Management Processes Ada,pted from the Founh Edition of jde to the P~ect 1M a.nageme nt 8 ody of Knowledge Pn:>ject

  7. Program/project management resource lists

    NASA Technical Reports Server (NTRS)

    1993-01-01

    The Program/Project Management Collection at NASA Headquarters Library is part of a larger initiative by the Training and Development Division, Code FT, NASA Headquarters. The collection is being developed to support the Program/Project Management Initiative which includes the training of NASA managers. These PPM Resource Lists have proven to be a useful method of informing NASA employees nationwide about the subject coverage of the library collection. All resources included on the lists are available at or through NASA Headquarters Library. NASA employees at other Centers may request listed books through interlibrary loan, and listed articles by contacting me by phone, mail, or e-mail.

  8. "Project Management Controls with Systems."

    ERIC Educational Resources Information Center

    Dell' Isola, A. J.

    There have recently been a number of new concepts introduced into the building industry to reduce building costs. In this speech, the author illustrates how three of these new concepts -- construction management, building systems, and value engineering -- can be combined to effect significant reduction in both the initial and the ownership costs…

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

    ERIC Educational Resources Information Center

    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…

  10. Project Management: Essential Skill of Nurse Informaticists.

    PubMed

    Sipes, Carolyn

    2016-01-01

    With the evolution of nursing informatics (NI), the list of skills has advanced from the original definition that included 21 competencies to 168 basic competencies identified in the TIGER-based Assessment of Nursing Informatics Competencies (TANIC) and 178 advanced skills in the Nursing Informatics Competency Assessment (NICA) L3/L4 developed by Chamberlain College of Nursing, Nursing Informatics Research Team (NIRT). Of these competencies, project management is one of the most important essentials identified since it impacts all areas of NI skills and provides an organizing framework for processes and projects including skills such as design, planning, implementation, follow-up and evaluation. Examples of job roles that specifically require project management skills as an essential part of the NI functions include management, administration, leadership, faculty, graduate level master's and doctorate practicum courses. But first, better understanding of the NI essential skills is vital before adequate education and training programs can be developed.

  11. The PI-Mode of Project Management

    NASA Technical Reports Server (NTRS)

    Isaac, Dan

    1997-01-01

    The PI-Mode is NASA's new approach to project management. It responds to the Agency's new policy to develop scientific missions that deliver the highest quality science for a fixed cost. It also attempts to provide more research opportunities by reducing project development times and increasing the number of launches per year. In order to accomplish this, the Principal Investigator is placed at the helm of the project with full responsibility over all aspects of the mission, including instrument and spacecraft development, as well as mission operations and data analysis. This paper intends to study the PI-Mode to determine the strengths and weaknesses of such a new project management technique. It also presents an analysis of its possible impact on the scientific community and its relations with industry, NASA, and other institutions.

  12. Cesium legacy safety project management work plan

    SciTech Connect

    Durham, J.S.

    1998-04-21

    This Management Work Plan (MWP) describes the process flow, quality assurance controls, and the Environment, Safety, and Health requirements of the Cesium Legacy Safety Project. This MWP provides an overview of the project goals and methods for repackaging the non-conforming Type W overpacks and packaging the CsCl powder and pellets. This MWP is not intended to apply to other activities associated with the CsCl Legacy Safety Program (i.e., clean out of South Cell).

  13. Modelling the Management of Systems Engineering Projects

    DTIC Science & Technology

    2013-02-01

    management. Particularly in early concept development phases of a project, it is important for those involved in Model-Based Systems Engineering ( MBSE ) to...the MBSE methods and technical activities they are conducting. In his paper at the 2004 INCOSE International Symposium19, Eric Honour concludes...the project from the point of view of the SEM provides the benefits inherent in the application of MBSE ; consistency, traceability, reuse and

  14. International Project Management Committee: Overview and Activities

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward

    2010-01-01

    This slide presentation discusses the purpose and composition of the International Project Management Committee (IMPC). The IMPC was established by members of 15 space agencies, companies and professional organizations. The goal of the committee is to establish a means to share experiences and best practices with space project/program management practitioners at the global level. The space agencies that are involved are: AEB, DLR, ESA, ISRO, JAXA, KARI, and NASA. The industrial and professional organizational members are Comau, COSPAR, PMI, and Thales Alenia Space.

  15. Project Management in NASA: The system and the men

    NASA Technical Reports Server (NTRS)

    Pontious, R. H.; Barnes, L. B.

    1973-01-01

    An analytical description of the NASA project management system is presented with emphasis on the human element. The NASA concept of project management, program managers, and the problems and strengths of the NASA system are discussed.

  16. SP-100, a project manager's view

    NASA Technical Reports Server (NTRS)

    Truscello, Vincent C.

    1983-01-01

    Born to meet the special needs of America's space effort, the SP-100 Program testifies to the cooperation among government agencies. The Department of Energy (DOE), the National Aeronautics and Space Administration (NASA), and the Defense Advanced Research Projects Agency (DARPA) are working together to produce a 100-kW power system for use in outer space. At this point in the effort, it is appropriate to review: The approach to meet program goals; the status of activities of the Project Office, managed by the Jet Propulsion Laboratory (JPL); and, because this is a meeting on materials, answers beings developed by the Project Office to vital questions on refractory alloy technology.

  17. The NCC project: A quality management perspective

    NASA Technical Reports Server (NTRS)

    Lee, Raymond H.

    1993-01-01

    The Network Control Center (NCC) Project introduced the concept of total quality management (TQM) in mid-1990. The CSC project team established a program which focused on continuous process improvement in software development methodology and consistent deliveries of high quality software products for the NCC. The vision of the TQM program was to produce error free software. Specific goals were established to allow continuing assessment of the progress toward meeting the overall quality objectives. The total quality environment, now a part of the NCC Project culture, has become the foundation for continuous process improvement and has resulted in the consistent delivery of quality software products over the last three years.

  18. A New Tool for Effective and Efficient Project Management

    SciTech Connect

    Willett, Jesse A

    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.

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

    ERIC Educational Resources Information Center

    Pollard, Carol E.

    2012-01-01

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

  20. AVLIS Production Plant Project Management Plan

    SciTech Connect

    Not Available

    1984-11-15

    The AVLIS Production Plant is designated as a Major System Acquisition (in accordance with DOE Order 4240.IC) to deploy Atomic Vapor Laser Isotope Separation (AVLIS) technology at the Oak Ridge, Tennessee site, in support of the US Uranium Enrichment Program. The AVLIS Production Plant Project will deploy AVLIS technology by performing the design, construction, and startup of a production plant that will meet capacity production requirements of the Uranium Enrichment Program. The AVLIS Production Plant Project Management Plan has been developed to outline plans, baselines, and control systems to be employed in managing the AVLIS Production Plant Project and to define the roles and responsibilities of project participants. Participants will develop and maintain detailed procedures for implementing the management and control systems in agreement with this plan. This baseline document defines the system that measures work performed and costs incurred. This plan was developed by the AVLIS Production Plant Project staff of Martin Marietta Energy Systems, Inc. and Lawrence Livermore National Laboratory in accordance with applicable DOE directives, orders and notices. 38 figures, 19 tables.

  1. Building a Propulsion Experiment Project Management Environment

    NASA Technical Reports Server (NTRS)

    Keiser, Ken; Tanner, Steve; Hatcher, Danny; Graves, Sara

    2004-01-01

    What do you get when you cross rocket scientists with computer geeks? It is an interactive, distributed computing web of tools and services providing a more productive environment for propulsion research and development. The Rocket Engine Advancement Program 2 (REAP2) project involves researchers at several institutions collaborating on propulsion experiments and modeling. In an effort to facilitate these collaborations among researchers at different locations and with different specializations, researchers at the Information Technology and Systems Center,' University of Alabama in Huntsville, are creating a prototype web-based interactive information system in support of propulsion research. This system, to be based on experience gained in creating similar systems for NASA Earth science field experiment campaigns such as the Convection and Moisture Experiments (CAMEX), will assist in the planning and analysis of model and experiment results across REAP2 participants. The initial version of the Propulsion Experiment Project Management Environment (PExPM) consists of a controlled-access web portal facilitating the drafting and sharing of working documents and publications. Interactive tools for building and searching an annotated bibliography of publications related to REAP2 research topics have been created to help organize and maintain the results of literature searches. Also work is underway, with some initial prototypes in place, for interactive project management tools allowing project managers to schedule experiment activities, track status and report on results. This paper describes current successes, plans, and expected challenges for this project.

  2. MSFC Propulsion Systems Department Knowledge Management Project

    NASA Technical Reports Server (NTRS)

    Caraccioli, Paul A.

    2007-01-01

    This slide presentation reviews the Knowledge Management (KM) project of the Propulsion Systems Department at Marshall Space Flight Center. KM is needed to support knowledge capture, preservation and to support an information sharing culture. The presentation includes the strategic plan for the KM initiative, the system requirements, the technology description, the User Interface and custom features, and a search demonstration.

  3. Learning the ABCs (of Project Management)

    NASA Technical Reports Server (NTRS)

    Frandsen, Allan

    2003-01-01

    To lead a project effectively, one has to establish and maintain the flexibility to take appropriate actions when needed. Overconstrained situations should be avoided. To get on top of matters and stay there, a manager needs to anticipate what it will take to successfully complete the job. Physical and financial resources, personnel, and management structure are all important considerations. Carving out the necessary turf up front can make a world of difference to the project's outcome. After the "what," "where," and "when" of a project are nailed down, the next question is "how" to do the job. When I first interviewed for the job of Science Payload Manager on the Advanced Composition (ACE) Explorer mission, Dr. Edward Stone (ACE Principal Investigator) asked, "Al, give me an idea of your management style." It was a question I had not considered before. I thought about it for a few seconds and then answered, "Well, the first descriptive term that comes to mind is the word "tranquility". That seemed to startle him. So I added, "I guess what I mean is, that if the situation is tranquil and the project is running smoothly, then I've anticipated all the problems and taken necessary actions to head them off." He then asked: "Have you ever reached this state?" "No," I admitted, "but I strive for it." That seemed to satisfy him because I got the job.

  4. 76 FR 67400 - Capital Project Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-11-01

    ... TRANSPORTATION Federal Transit Administration 49 CFR Part 633 RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT. ACTION: Extension of comment period on proposed rule and notice... NPRM or the Federal Transit Administrator's Dear Colleague letter of September 30, 2011....

  5. 76 FR 56363 - Capital Project Management

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-09-13

    ... docket number (FTA-2009-0030) by any of the following methods: Federal eRulemaking Portal: Go to http... meant to address are described in detail, below. The plain text of 49 U.S.C. 5327(e) authorizes FTA to... oversight and to take more control of ] local project management processes, leading to increased...

  6. Project Management Approaches for Online Learning Design

    ERIC Educational Resources Information Center

    Eby, Gulsun; Yuzer, T. Volkan

    2013-01-01

    Developments in online learning and its design are areas that continue to grow in order to enhance students' learning environments and experiences. However, in the implementation of new technologies, the importance of properly and fairly overseeing these courses is often undervalued. "Project Management Approaches for Online Learning Design"…

  7. Experiences in managing the Prometheus Project

    NASA Technical Reports Server (NTRS)

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

    2006-01-01

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

  8. 33 CFR 385.24 - Project Management Plans.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 33 Navigation and Navigable Waters 3 2011-07-01 2011-07-01 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...

  9. 33 CFR 385.24 - Project Management Plans.

    Code of Federal Regulations, 2010 CFR

    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...

  10. 33 CFR 385.24 - Project Management Plans.

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 33 Navigation and Navigable Waters 3 2012-07-01 2012-07-01 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...

  11. 33 CFR 385.24 - Project Management Plans.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 33 Navigation and Navigable Waters 3 2014-07-01 2014-07-01 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...

  12. 33 CFR 385.24 - Project Management Plans.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 33 Navigation and Navigable Waters 3 2013-07-01 2013-07-01 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...

  13. The Effectiveness of Software Project Management Practices: A Quantitative Measurement

    DTIC Science & Technology

    2011-03-01

    management than most 6 professional managers expect ( Fairley , 2009). There are, in fact, very few Software Project Management Maturity Models (SPMMM) in...work activities and tasks that utilizes resources to achieve specified objectives within a prescribed time frame ( Fairley , 2009). Software Project...coordinating and leading, and managing risk factors for a software project ( Fairley , 2009). 11 Best Practices: Best practices are reusable

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

    ERIC Educational Resources Information Center

    Gillespie, Seth J.

    2014-01-01

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

  15. Agent-Based Simulations for Project Management

    NASA Technical Reports Server (NTRS)

    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.

  16. NASA's Cryogenic Fluid Management Technology Project

    NASA Technical Reports Server (NTRS)

    Tramel, Terri L.; Motil, Susan M.

    2008-01-01

    The Cryogenic Fluid Management (CFM) Project's primary objective is to develop storage, transfer, and handling technologies for cryogens that will support the enabling of high performance cryogenic propulsion systems, lunar surface systems and economical ground operations. Such technologies can significantly reduce propellant launch mass and required on-orbit margins, reduce or even eliminate propellant tank fluid boil-off losses for long term missions, and simplify vehicle operations. This paper will present the status of the specific technologies that the CFM Project is developing. The two main areas of concentration are analysis models development and CFM hardware development. The project develops analysis tools and models based on thermodynamics, hydrodynamics, and existing flight/test data. These tools assist in the development of pressure/thermal control devices (such as the Thermodynamic Vent System (TVS), and Multi-layer insulation); with the ultimate goal being to develop a mature set of tools and models that can characterize the performance of the pressure/thermal control devices incorporated in the design of an entire CFM system with minimal cryogen loss. The project does hardware development and testing to verify our understanding of the physical principles involved, and to validate the performance of CFM components, subsystems and systems. This database provides information to anchor our analytical models. This paper describes some of the current activities of the NASA's Cryogenic Fluid Management Project.

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

    SciTech Connect

    Burritt, James G.; Berkey, Edgar

    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)

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

    PubMed

    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.

  19. Strategic Mobility 21 Project Management Plan

    DTIC Science & Technology

    2006-09-29

    UNCLASSIFIED Strategic Mobility 21 Project Management Plan Contractor Report 0004 Prepared for: Office of Naval Research 875 North...98) REPORT DOCUMENTATION PAGE Prescribed by ANSI Std. Z39.18 Form Approved OMB No. 0704-0188 The public reporting burden for this collection of...Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should

  20. KBSA Project Management Assistant. Volume 1.

    DTIC Science & Technology

    1987-07-01

    Technical Report July 1967 KBSA PROJECT MANAGEMENT ASSISTANT Kestrel Institute Richard J0illi9, Wolfgang Polak, Peter Ladkin and Li-Mel Gilham APPROVED FOR...lieediuig im1provemuemit v" 1.:!, * (i~f suich alimel Mt sagi-;1 imuplie’. t~wll nr" forI thi’. P, \\ !oA to pil~vile ait 1"’ 1-’ I Iser Iit lrIfhIe

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

    ERIC Educational Resources Information Center

    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…

  2. The Utilization of Project Management in the Pharmaceutical Industry.

    ERIC Educational Resources Information Center

    Krusko, Diane; Cangemi, Robert R.

    1987-01-01

    A survey of 99 pharmaceutical companies concerning their organization and use of project management techniques for research and development found that the industry is using project management increasingly in a variety of ways for better business planning and operations. (MSE)

  3. Financial arrangement selection for energy management projects

    NASA Astrophysics Data System (ADS)

    Woodroof, Eric Aubrey

    Scope and method of study. The purpose of this study was to develop a model (E-FUND) to help facility managers select financial arrangements for energy management projects (EMPs). The model was developed with the help of a panel of expert financiers. The panel also helped develop a list of key objectives critical to the decision process. The E-FUND model was tested by a population of facility managers in four case studies. Findings and conclusions. The results may indicate that having a high economic benefit (from an EMP) is not overwhelmingly important, when compared to other qualitative objectives. The results may also indicate that the true lease and performance contract may be the most applicable financial arrangements for EMPs.

  4. Effective Time Management in the Project Office. Executive Summary.

    DTIC Science & Technology

    1976-11-05

    manager. It can be concluded from the study that project managers have difficulty in managing their time and that although neglected, time management should...be taught to project managers so as to preclude spending an inordinate amount of time to accomplish their job. An understanding and use of the time ... management principles delineated in the study should allow the manager to make much more effective use of his available time. (Author)

  5. 24 CFR 990.275 - Project-based management (PBM).

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... 24 Housing and Urban Development 4 2013-04-01 2013-04-01 false Project-based management (PBM). 990... URBAN DEVELOPMENT THE PUBLIC HOUSING OPERATING FUND PROGRAM Asset Management § 990.275 Project-based... of rental housing at the project level. Under PBM, these property management services are...

  6. 7 CFR 3560.102 - Housing project management.

    Code of Federal Regulations, 2010 CFR

    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...

  7. 7 CFR 3560.102 - Housing project management.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 15 2011-01-01 2011-01-01 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...

  8. 24 CFR 990.275 - Project-based management (PBM).

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... 24 Housing and Urban Development 4 2014-04-01 2014-04-01 false Project-based management (PBM). 990... URBAN DEVELOPMENT THE PUBLIC HOUSING OPERATING FUND PROGRAM Asset Management § 990.275 Project-based... of rental housing at the project level. Under PBM, these property management services are...

  9. 7 CFR 3560.102 - Housing project management.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 15 2014-01-01 2014-01-01 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...

  10. 24 CFR 990.275 - Project-based management (PBM).

    Code of Federal Regulations, 2010 CFR

    2010-04-01

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

  11. 7 CFR 3560.102 - Housing project management.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 15 2012-01-01 2012-01-01 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...

  12. 7 CFR 3560.102 - Housing project management.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 15 2013-01-01 2013-01-01 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...

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

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 24 Housing and Urban Development 4 2011-04-01 2011-04-01 false Project-based management (PBM). 990... URBAN DEVELOPMENT THE PUBLIC HOUSING OPERATING FUND PROGRAM Asset Management § 990.275 Project-based... of rental housing at the project level. Under PBM, these property management services are...

  14. 24 CFR 990.275 - Project-based management (PBM).

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 24 Housing and Urban Development 4 2012-04-01 2012-04-01 false Project-based management (PBM). 990... URBAN DEVELOPMENT THE PUBLIC HOUSING OPERATING FUND PROGRAM Asset Management § 990.275 Project-based... of rental housing at the project level. Under PBM, these property management services are...

  15. Preparing Future Leaders: Project Management Strategies for Service Learning

    ERIC Educational Resources Information Center

    Munger, Roger; Gutowski, Amanda

    2008-01-01

    This article makes a case for teaching project management strategies in service-learning courses. The authors describe three specific documents students can create to help them manage a service-learning project and then present strategies that can help students manage their project teams. Such skills, the authors argue, provide the tools students…

  16. A Symbiosis between Instructional Systems Design and Project Management

    ERIC Educational Resources Information Center

    Pan, Cheng-Chang

    2012-01-01

    This study is intended to explore a complementary relationship between instructional systems design (ISD) and project management in an attempt to build a plausible case for integrating project management as a distinct course in the core of the graduate instructional systems design programs. It is argued that ISD and project management should form…

  17. Management of major system programs and projects. Handbook

    NASA Technical Reports Server (NTRS)

    1993-01-01

    This Handbook establishes the detailed policies and processes for implementing NMI 7120.4, 'Management of Major System Programs and Projects'. It constitutes a comprehensive source of the specific policies and processes governing management of major development programs/projects and is intended as a resource to the entire program/project management (PPM) community.

  18. Project management plan for the Objective Supply Capability Adaptive Redesign (OSCAR) project

    SciTech Connect

    Rasch, K.A.; Reid, R.W.

    1997-02-01

    This document establishes the project management plan for design and development of the Object Supply Capability Adaptive Redesign (OSCAR) Project. The purpose of the project management plan is to document the plans, goals, directions, commitments, approaches, and decisions that relate to guiding a project throughout its life cycle. Special attention is given to project goals, deliverables, sponsor and project standards, project resources, schedule, and cost estimates.

  19. Managing Complex Distance Education Projects in a Telework Environment

    ERIC Educational Resources Information Center

    Ally, Mohamed; Cleveland-Innes, Marti; Wiseman, Colin

    2010-01-01

    The advances of communication technologies have allowed professionals to work on distance education projects in a telework environment. Managers of these projects must have the skills to manage the projects from a distance. They must be able to select the appropriate team members to work on the project, orient team members, and monitor team…

  20. Managing Community Projects for Change. NIACE Lifelines in Adult Learning.

    ERIC Educational Resources Information Center

    Eldred, Jan

    This document presents practical advice to help managers of adult learning projects in communities across the United Kingdom manage their community projects for change. The following topics are discussed in sections 1-12: (1) the benefits of adult learning projects; (2) characteristics of adult learning projects and quality assurance mechanisms;…

  1. Utilizing Project Management Techniques in the Design of Instructional Materials.

    ERIC Educational Resources Information Center

    Murphy, Charles

    1994-01-01

    Discussion of instructional design in large organizations highlights a project management approach. Topics addressed include the role of the instructional designer; project team selection; role of the team members; role of the project manager; focusing on what employees need to know; types of project teams; and monitoring time and responsibility.…

  2. The Dust Management Project: Final Report

    NASA Technical Reports Server (NTRS)

    Hyatt, Mark J.; Straka, Sharon

    2011-01-01

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

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

    SciTech Connect

    Not Available

    1993-04-01

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

  4. Data warehouse manages offshore project information

    SciTech Connect

    1998-05-04

    A data warehouse adopted from the POSC/Caesar data model will manage the life-cycle information for the offshore Norway Aasgard project. The Aasgard project comprises the Midgard, Smorbukk, and Smorbukk South fields, which lie in 780--985 ft of water. A semisubmersible production facility will handle gas exports, scheduled to begin in 2000. Statoil estimates that recoverable reserves in the fields are 7.5 tcf of gas and 780 million bbl of oil. Notia software components include: the Intergraph asset and information management (AIM) product; the P/C PDM and P/C RDL models; a data mapping, translation, and import toolkit; the application programming interface (API); and query and browser clients. Intergraph describes AIM, with its object management framework (OMF) from metaphase technology, as the engine upon which Notia is based. The P/C PDM defines the data terminology and structure. A dictionary of standard petrochemical data items, the P/C RDL, defines the various activities, materials, components, and relationships among these items. The API allows users to develop additional functionality, and the toolkit provides resources for translating and mapping data from existing sources into a neutral format so that administrators can prepopulate the data warehouse. A worldwide web browser client allows users to query the data warehouse and display results in a variety of configurable formats, including virtual data sheets.

  5. The integrated scheduling system: A case study in project management

    NASA Technical Reports Server (NTRS)

    Bishop, Peter C.; Learned, David B.; Yoes, Cissy A.

    1989-01-01

    A prototype project management system was developed for the Level III Project Office for the Space Station Freedom. The main goal was to establish a framework for the Space Station Project Office whereby Project and Office Managers can jointly establish and review scheduled milestones and activities. The objective was to assist office managers in communicating their objectives, milestones, schedules, and other project information more effectively and efficiently. Consideration of sophisticated project management systems was included, but each of the systems had limitations in meeting the stated objectives.

  6. Understanding the Manager of the Project Front-End

    NASA Technical Reports Server (NTRS)

    Mulenburg, Gerald M.; Imprescia, Cliff (Technical Monitor)

    2000-01-01

    Historical data and new findings from interviews with managers of major National Aeronautics and Space Administration (NASA) projects confirm literature reports about the criticality of the front-end phase of project development, where systems engineering plays such a key role. Recent research into the management of ten contemporary NASA projects, combined with personal experience of the author in NASA, provide some insight into the relevance and importance of the project manager in this initial part of the project life cycle. The research findings provide evidence of similar approaches taken by the NASA project manager.

  7. Strategic Project Management at the NASA Kennedy Space Center

    NASA Technical Reports Server (NTRS)

    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.

  8. Project Management Software for Distributed Industrial Companies

    NASA Astrophysics Data System (ADS)

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

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

  9. Illinois drainage water management demonstration project

    USGS Publications Warehouse

    Pitts, D.J.; Cooke, R.; Terrio, P.J.; ,

    2004-01-01

    Due to naturally high water tables and flat topography, there are approximately 4 million ha (10 million ac) of farmland artificially drained with subsurface (tile) systems in Illinois. Subsurface drainage is practiced to insure trafficable field conditions for farm equipment and to reduce crop stress from excess water within the root zone. Although drainage is essential for economic crop production, there have been some significant environmental costs. Tile drainage systems tend to intercept nutrient (nitrate) rich soil-water and shunt it to surface water. Data from numerous monitoring studies have shown that a significant amount of the total nitrate load in Illinois is being delivered to surface water from tile drainage systems. In Illinois, these drainage systems are typically installed without control mechanisms and allow the soil to drain whenever the water table is above the elevation of the tile outlet. An assessment of water quality in the tile drained areas of Illinois showed that approximately 50 percent of the nitrate load was being delivered through the tile systems during the fallow period when there was no production need for drainage to occur. In 1998, a demonstration project to introduce drainage water management to producers in Illinois was initiated by NRCS4 An initial aspect of the project was to identify producers that were willing to manage their drainage system to create a raised water table during the fallow (November-March) period. Financial assistance from two federal programs was used to assist producers in retrofitting the existing drainage systems with control structures. Growers were also provided guidance on the management of the structures for both water quality and production benefits. Some of the retrofitted systems were monitored to determine the effect of the practice on water quality. This paper provides background on the water quality impacts of tile drainage in Illinois, the status of the demonstration project, preliminary

  10. Risk Management in ETS-8 Project

    NASA Astrophysics Data System (ADS)

    Homma, M.

    2002-01-01

    Engineering Test Satellite - 8 (ETS-8) is the Japanese largest geo-synchronous satellite of 3 tons in mass, of which mission is mobile communications and navigation experiment. It is now in the flight model manufacturing phase. This paper introduces the risk management taken in this project as a reference. The mission success criteria of ETS-8 are described at first. All the risk management activities are planned taking these criteria into consideration. ETS-8 consists of many new technologies such as the large deployable antenna (19m x 17m), 64-bit MPU, 100 V solar paddle and so on. We have to pay attention to control these risk through each phase of development. In system design of ETS - 8, almost components have redundancy and there is some back-up function to avoid fatal failure. What kind of back-up function should be taken is one of the hot issues in this project. The consideration process is described as an actual case. In addition to conventional risk management procedure, FMEA and identification of the critical items so on, we conducted the validation experiment in space by use of a scale model that was launched on Ariane 5. The decision to conduct this kind of experiment is taken after evaluation between risk and cost, because it takes a lot of resources of project. The effect of this experiment is also presented. Failure detection, isolation and reconfiguration in the flight software are more important as the satellite system becomes large and complicated. We did the independent verification and validation to the software. Some remarks are noted with respect to its effectiveness.

  11. Global Software Development Patterns for Project Management

    NASA Astrophysics Data System (ADS)

    Välimäki, Antti; Kääriäinen, Jukka; Koskimies, Kai

    Global software development with the agile or waterfall development process has been taken into use in many companies. GSD offers benefits but also new challenges without known, documented solutions. The goal of this research is to present current best practices for GSD in the form of process patterns for project management, evaluated by using a scenario-based assessment method. The best practices have been collected from a large company operating in process automation. It is expected that the resulting pattern language helps other companies to improve their GSD processes by incorporating the patterns in the processes.

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

    NASA Astrophysics Data System (ADS)

    Alagba, Tonye J.

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

  13. Education Project Management in the Information Age: The Case of the Kimberley Thusanang Project

    ERIC Educational Resources Information Center

    Harvey, Stephen

    2004-01-01

    This article reports on the experiences of the Kimberley Thusanang Project (KTP). It proposes that the project's use of a database system as a management tool represents a significant development in the design of effective education projects in South Africa. The article describes how this system assists project management in overcoming two key…

  14. Data Overload Impact on Project Management: How Knowledge Management Systems Can Improve Federal Agencies Effectiveness

    ERIC Educational Resources Information Center

    Rodriguez, Jacinto

    2013-01-01

    This mixed method exploratory case study was used to explore the effect data overload has on project management, how data overload affects project management effectiveness, how prepared program office staff is to manage multiple projects effectively, and how the program office's organizational structure and data management systems affect project…

  15. Project management in the Apollo program: An interdisciplinary study

    NASA Technical Reports Server (NTRS)

    Drucker, E. E.; Pooler, W. S.; Wilemon, D. L.; Wood, B. D.

    1972-01-01

    Findings concerning project management in the NASA Apollo program are presented. The Apollo program in the context of the total NASA organization is examined along with the nature of project management and the manner in which project managers functioned in the Apollo program. The utilization of the in-house technical competence in the support of the Apollo program, and the formal and informal relationships between Apollo managers and the contractors are discussed.

  16. Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

    NASA Technical Reports Server (NTRS)

    Hall, Wayne

    2011-01-01

    Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

  17. How Configuration Management Helps Projects Innovate and Communicate

    NASA Technical Reports Server (NTRS)

    Cioletti, Louis A.; Guidry, Carla F.

    2009-01-01

    This slide presentation reviews the concept of Configuration Management (CM) and compares it to the standard view of Project management (PM). It presents two PM models: (1) Kepner-Tregoe,, and the Deming models, describes why projects fail, and presents methods of how CM helps projects innovate and communicate.

  18. Building an Experiential Learning Model for a Project Management Course

    ERIC Educational Resources Information Center

    Chen, Kuan C.; Chuang, Keh-Wen

    2009-01-01

    Teaching students to become project management professionals requires a real world experience. Incorporating live clients into student projects, instead of using case studies or mock companies, adds a dimension that exposes students to the realities of project management. This paper will describe a structured methodology used in a project…

  19. An Examination of Assistant Professors' Project Management Practices

    ERIC Educational Resources Information Center

    Alpert, Shannon Atkinson; Hartshorne, Richard

    2013-01-01

    Purpose: The purpose of this research was to identify factors that influence the use of project management in higher education research projects by investigating the project management practices of assistant professors. Design/methodology/approach: Using a grounded theory approach that included in-depth, semi-structured interviews with 22…

  20. Project Management in Instructional Design: ADDIE Is Not Enough

    ERIC Educational Resources Information Center

    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…

  1. Leveraging Text Content for Management of Construction Project Documents

    ERIC Educational Resources Information Center

    Alqady, Mohammed

    2012-01-01

    The construction industry is a knowledge intensive industry. Thousands of documents are generated by construction projects. Documents, as information carriers, must be managed effectively to ensure successful project management. The fact that a single project can produce thousands of documents and that a lot of the documents are generated in a…

  2. Advanced Hybrid Particulate Collector Project Management Plan

    SciTech Connect

    Miller, S.J.

    1995-11-01

    As the consumption of energy increases, its impact on ambient air quality has become a significant concern. Recent studies indicate that fine particles from coal combustion cause health problems as well as atmospheric visibility impairment. These problems are further compounded by the concentration of hazardous trace elements such as mercury, cadmium, selenium, and arsenic in fine particles. Therefore, a current need exists to develop superior, but economical, methods to control emissions of fine particles. Since most of the toxic metals present in coal will be in particulate form, a high level of fine- particle collection appears to be the best method of overall air toxics control. However, over 50% of mercury and a portion of selenium emissions are in vapor form and cannot be collected in particulate control devices. Therefore, this project will focus on developing technology not only to provide ultrahigh collection efficiency of particulate air toxic emissions, but also to capture vapor- phase trace metals such as mercury and selenium. Currently, the primary state-of-the-art technologies for particulate control are fabric filters (baghouses) and electrostatic precipitators (ESPs). However, they both have limitations that prevent them from achieving ultrahigh collection of fine particulate matter and vapor-phase trace metals. The objective of this project is to develop a highly reliable advanced hybrid particulate collector (AHPC) that can provide > 99.99 % particulate collection efficiency for all particle sizes between 0.01 and 50 14m, is applicable for use with all U.S. coals, and is cost-0443competitive with existing technologies. Phase I of the project is organized into three tasks: Task I - Project Management, Reporting, and Subcontract Consulting Task 2 - Modeling, Design, and Construction of 200-acfm AHPC Model Task 3 - Experimental Testing and Subcontract Consulting

  3. Integrating configuration workflows with project management system

    NASA Astrophysics Data System (ADS)

    Nilsen, Dimitri; Weber, Pavel

    2014-06-01

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

  4. DBMS as a Tool for Project Management

    NASA Technical Reports Server (NTRS)

    Linder, H.

    1984-01-01

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

  5. A Statistical Project Control Tool for Engineering Managers

    NASA Technical Reports Server (NTRS)

    Bauch, Garland T.

    2001-01-01

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

  6. Issues in NASA Program and Project Management. Special Report: 1997 Conference. Project Management Now and in the New Millennium

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

    1997-01-01

    Topics Considered Include: NASA's Shared Experiences Program; Core Issues for the Future of the Agency; National Space Policy Strategic Management; ISO 9000 and NASA; New Acquisition Initiatives; Full Cost Initiative; PM Career Development; PM Project Database; NASA Fast Track Studies; Fast Track Projects; Earned Value Concept; Value-Added Metrics; Saturn Corporation Lessons Learned; Project Manager Credibility.

  7. The Expert Project Management System (EPMS)

    NASA Technical Reports Server (NTRS)

    Silverman, Barry G.; Diakite, Coty

    1986-01-01

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

  8. Project Management Framework to Organizational Transitions

    NASA Technical Reports Server (NTRS)

    Kotnour, Tim; Barton, Saul

    1996-01-01

    This paper describes a project management framework and associated models for organizational transitions. The framework contains an integrated set of steps an organization can take to lead an organizational transition such as downsizing and change in mission or role. The framework is designed to help an organization do the right work the right way with the right people at the right time. The underlying rationale for the steps in the framework is based on a set of findings which include: defining a transition as containing both near-term and long-term actions, designing actions which respond to drivers and achieve desired results, aligning the organization with the external environment, and aligning the internal components of the organization. The framework was developed based on best practices found in the literature, lessons learned from heads of organizations who have completed large-scale organizational changes, and concerns from employees at the Kennedy Space Center (KSC). The framework is described using KSC.

  9. ISS Update: SPHERES with Telerobotics Project Manager Terry Fong

    NASA Video Gallery

    NASA Public Affairs Officer Brandi Dean talks with Terry Fong, Telerobotics Project Manager, about how the Synchronized Position, Hold, Engage and Reorient Experimental Satellites, or SPHERES, are ...

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

    NASA Astrophysics Data System (ADS)

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

    2016-08-01

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

  11. Integrated Risk Management Within NASA Programs/Projects

    NASA Technical Reports Server (NTRS)

    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

  12. Report: EPA Managers Did Not Hold Supervisors and Project Officers Accountable for Grants Management

    EPA Pesticide Factsheets

    Report #2005-P-00027, September 27, 2005. Managers did not sufficiently hold supervisors and project officers accountable for grants management because there is no process to measure most grants management activity.

  13. Assessing the Relationship between Ethical Project Management and Information Technology Project Success

    ERIC Educational Resources Information Center

    Howell, Byron Winter

    2010-01-01

    The purpose of this quantitative study was to assess the relationship between ethical project management and information technology (IT) project success. The success of IT projects is important for organizational success, but the rate of IT projects is historically low, costing billions of dollars annually. Using four key ethical variables…

  14. Scaffolding Project-Based Learning with the Project Management Body of Knowledge (PMBOK[R])

    ERIC Educational Resources Information Center

    van Rooij, Shahron Williams

    2009-01-01

    This paper reports the results of a study of the extent to which processes and procedures from the discipline of project management can scaffold online project-based learning in a graduate-level instructional technology course, by facilitating intra-team interaction, enhancing project outcomes and promoting a positive project team experience. With…

  15. 76 FR 69700 - Klamath National Forest; California; Pumice Vegetation Management Project

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-11-09

    ... Forest Service Klamath National Forest; California; Pumice Vegetation Management Project AGENCY: Forest... the environmental effects of implementing the Pumice Vegetation Management project. The project is... Haupt, Pumice Vegetation Management Project Team Leader, Goosenest Ranger District, 37805 Highway...

  16. Program/Project Management Resources: A collection of 50 bibliographies focusing on continual improvement, reinventing government, and successful project management

    NASA Technical Reports Server (NTRS)

    Michaels, Jeffrey

    1994-01-01

    These Program/Project Management Resource Lists were originally written for the NASA project management community. Their purpose was to promote the use of the NASA Headquarters Library Program/Project Management Collection funded by NASA Headquarters Code FT, Training & Development Division, by offering introductions to the management topics studied by today's managers. Lists were also written at the request of NASA Headquarters Code T, Office of Continual improvements, and at the request of NASA members of the National Performance Review. This is the second edition of the compilation of these bibliographies; the first edition was printed in March 1994.

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

    SciTech Connect

    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.

  18. Instructional Design and Project Management: Complementary or Divergent?

    ERIC Educational Resources Information Center

    van Rooij, Shahron Williams

    2011-01-01

    This paper reports the results of a study to identify the extent to which organizations that develop educational/training products are committed to project management, as measured by their project management implementation maturity, as a methodology that is separate and distinct from the processes of instructional design. A Web survey was…

  19. IPMA Standard Competence Scope in Project Management Education

    ERIC Educational Resources Information Center

    Bartoška, Jan; Flégl, Martin; Jarkovská, Martina

    2012-01-01

    The authors of the paper endeavoured to find out key competences in IPMA standard for educational approaches in project management. These key competences may be used as a basis for project management university courses. An incidence matrix was set up, containing relations between IPMA competences described in IPMA competence baseline. Further,…

  20. Management Workshop for Alcohol Safety Action Project: Instructor's Guide.

    ERIC Educational Resources Information Center

    Human Resources Research Organization, Alexandria, VA.

    The instructor's guide is part of a series designed to help project directors in the management of Alcohol Safety Action Projects (ASAP) through management workshops. Workshops will discuss certain phases of the ASAP including National Highway Traffic Safety Administration (NHTSA) organizational and supportive efforts, countermeasures,…

  1. Recommendations for improvements to program and project management

    SciTech Connect

    Not Available

    1994-01-01

    Oak Ridge National Laboratory (ORNL) has operated with a balanced matrix organization for over sixteen years. Much of the work at the Laboratory is accomplished with good customer satisfaction through programs, projects, and matrix management. During the past several years concerns about program and project management at ORNL have been expressed by both the Department of Energy and ORNL staff. In May 1993 the ORNL Division/Program/Office Directors Caucus chartered a ``fox team`` to identity and to recommend improvements to matrix management that would lead to resolution of these concerns. Nine experienced ORNL staff members served on this Matrix Management Upgrade Solutions Team (MMUST). The MMUST adopted a four-phase approach in which they first gathered information and then developed and proposed recommended actions. In the fourth phase the team was available to support implementation of the recommendations. They began work in June 1993, gathering and evaluating information in biweekly meetings for six months. Recommendations developed in October and November 1993 were presented to ORNL management in December. The MMUST issued three principal recommendations based on their evaluation of the information gathered. They are: Renew and enhance the ORNL management commitment to matrix management, program managers, and project managers; Implement actions to ensure career path parity between the program/project manager family of positions and the technical line manager family of positions across all directorates and divisions; and Clarify and document program/project manager roles, responsibilities, and authorities.

  2. Requirements management: keeping your technology acquisition project under control.

    PubMed

    Carr, J J

    2000-03-01

    Whether you are acquiring clinical or business information systems, patient monitoring systems, or therapeutic and diagnostic systems, the odds are good that the project will be delivered late, will cost far more than predicted, and will not provide all the features promised. The principal reason for project failure is improper management of the requirements of the system. Requirements engineering and management is a skill from the systems engineering profession that can be learned by nearly any professional who is managing a technology acquisition project. The author discusses what requirements engineering and management is and how it is done.

  3. Proceedings of Management Workshop for Alcohol Safety Action Project Leaders.

    ERIC Educational Resources Information Center

    Human Resources Research Organization, Alexandria, VA.

    The workshop for Alcohol Safety Action Project administrators was held to help prepare project directors in the management of their projects and to identify their responsibilities and job tasks. It was also attended by National Highway Traffic Safety Administration (NHTSA) representatives to help in the orientation of the ASAP program. The full…

  4. A success paradigm for project managers in the aerospace industry

    NASA Astrophysics Data System (ADS)

    Bauer, Barry Jon

    Within the aerospace industry, project managers traditionally have been selected based on their technical competency. While this may lead to brilliant technical solutions to customer requirements, a lack of management ability can result in failed programs that over-run on cost, are late to critical path schedules, fail to fully utilize the diversity of talent available within the program team, and otherwise disappoint key stakeholders. This research study identifies the key competencies that a project manager should possess in order to successfully lead and manage a project in the aerospace industry. The research attempts to show evidence that within the aerospace industry, it is perceived that management competency is more important to project management success than only technical competence.

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

    PubMed Central

    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

  6. Managing Challenges in a Multi Contractor Project

    NASA Technical Reports Server (NTRS)

    King, Ron

    2011-01-01

    The presentation provides a project description, describes the integrated product team, and review project challenges. The challenges include programmatic, technical, basic drop tests, heavy drop tests, C-17 envelope expansion, and Ares I-X.

  7. The seven habits of highly effective project managers

    NASA Astrophysics Data System (ADS)

    Warner, Mark; Summers, Richard

    2016-08-01

    Why do some astronomy projects succeed, while others fail? There are obviously many different factors that can and do influence the outcome of any given project, but one of the most prevalent characteristics among successful projects is the combined skills and qualifications of the project manager (PM) at their helms. But this begs an obvious question: what exactly makes a project manager "skilled and qualified?" Asked another way, are there common traits, philosophies, and/or techniques that the most successful PMs share, and if so, what are they? The short answer is yes, the majority successful engineering project managers have significant skills, habits, and character traits in common. The longer answer is there are at least seven of these key traits, or "habits" that many successful PMs share and, more importantly, implement within their respective projects. This paper presents these key factors, including thoughts on scope and quality management, cost and schedule control, project team structures, risk management strategies, stakeholder management, and general project execution.

  8. Astronomical large projects managed with MANATEE: management tool for effective engineering

    NASA Astrophysics Data System (ADS)

    García-Vargas, M. L.; Mujica-Alvarez, E.; Pérez-Calpena, A.

    2012-09-01

    This paper describes MANATEE, which is the Management project web tool developed by FRACTAL, specifically designed for managing large astronomical projects. MANATEE facilitates the management by providing an overall view of the project and the capabilities to control the three main projects parameters: scope, schedule and budget. MANATEE is one of the three tools of the FRACTAL System & Project Suite, which is composed also by GECO (System Engineering Tool) and DOCMA (Documentation Management Tool). These tools are especially suited for those Consortia and teams collaborating in a multi-discipline, complex project in a geographically distributed environment. Our Management view has been applied successfully in several projects and currently is being used for Managing MEGARA, the next instrument for the GTC 10m telescope.

  9. Measurement of Software Project Management Effectiveness

    DTIC Science & Technology

    2008-12-01

    the research hypothesis. In order to understand the measure of association between these two metrics, a parametric correlation analysis was conducted...Data Analysis of Risk Area Scores In order to understand the measure of association between project success ratings provided by the study...required including projects developed in other parts of the world. The studies included projects from both public and private

  10. Experiences and Lessons Learned in Project Risk Management

    DTIC Science & Technology

    1983-07-15

    proceeds. A major task in project risk management is to assure that the ex- pected value of the projected outcome area does not materially deviate...Description of the bidder’s risk management plan covering cost, scheduling, and technical risks, together with the details of procedures and system for...Implementing the risk management plan. 4. As part of the bid evaluation, the government should compare the bidder’s risk analysis results with the

  11. Application of expert systems in project management decision aiding

    NASA Technical Reports Server (NTRS)

    Harris, Regina; Shaffer, Steven; Stokes, James; Goldstein, David

    1987-01-01

    The feasibility of developing an expert systems-based project management decision aid to enhance the performance of NASA project managers was assessed. The research effort included extensive literature reviews in the areas of project management, project management decision aiding, expert systems technology, and human-computer interface engineering. Literature reviews were augmented by focused interviews with NASA managers. Time estimation for project scheduling was identified as the target activity for decision augmentation, and a design was developed for an Integrated NASA System for Intelligent Time Estimation (INSITE). The proposed INSITE design was judged feasible with a low level of risk. A partial proof-of-concept experiment was performed and was successful. Specific conclusions drawn from the research and analyses are included. The INSITE concept is potentially applicable in any management sphere, commercial or government, where time estimation is required for project scheduling. As project scheduling is a nearly universal management activity, the range of possibilities is considerable. The INSITE concept also holds potential for enhancing other management tasks, especially in areas such as cost estimation, where estimation-by-analogy is already a proven method.

  12. Project Management of Randomized Clinical Trials: A Narrative Review

    PubMed Central

    Goodarzynejad, Hamidreza; Babamahmoodi, Abdolreza

    2015-01-01

    Context: A well-structured protocol for a clinical trial may be able to answer clinical questions, but it cannot be deemed enough to ensure success in the face of incompetent management of time as well as human and economic resources. To address this problem, in this article, we present our literature review on evidence as to how a good knowledge of proper management among researchers can enhance the likelihood of the success of clinical trial projects. Evidence Acquisition: Using multiple search strategies, we conducted a literature review on published studies in the English language from 2002 to 2012 by searching the Cochrane Database of Systematic Reviews, MEDLINE, Google Scholar, and EMBASE. Results: Our review suggests that a successful trial requires a work plan or work scope as well as a timeline. The trial manager should subsequently manage the study in accordance with the plan and the timeline. Many research units have called for a clinical project manager with scientific background and regulatory skills to effect coordination among various aspects of a clinical trial. Conclusions: Project management may benefit both the managerial and scientific aspects of medical projects and reduce fund waste. However, little has been written to date on project management in the context of clinical research. The suggestions represent the views of the individual authors. To provide a high level of evidence in this regard, we recommend that a randomized controlled trial be performed to compare trial projects progressed with and without the use of project management. PMID:26430517

  13. Systems Engineering Management Plan. Volume 5 of the MRS Project Management Plan

    SciTech Connect

    Not Available

    1994-01-01

    The purpose of this Monitored Retrievable Storage (MRS) Project Systems Engineering Management Plan (SEMP) is to define and establish the MRS Project Systems Engineering process that implements the approved policy and requirements of the Office of Civilian Radioactive Waste Management (OCRWM) for the US Department of Energy (DOE). This plan is Volume 5 of the MRS Project Management Plan (PMP). This plan provides the framework for implementation of systems engineering on the MRS Project consistent with DOE Order 4700.1, the OCRWM Program Management System Manual (PMSM), and the OCRWM Systems Engineering Management Plan (SEMP).

  14. Managing Small Spacecraft Projects: Less is Not Easier

    NASA Technical Reports Server (NTRS)

    Barley, Bryan; Newhouse, Marilyn

    2012-01-01

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

  15. Management of major offshore projects - an industry challenge

    SciTech Connect

    Vicklund, C.A.; Craft, W.S.

    1981-04-01

    Faced with the urgency to create new energy supplies and the increasing complexity and size of offshore projects, industry's objective and challenge must be the timely development and efficient use of manpower, equipment, and other resources required to bring new production onstream. This study reviews project execution planning and organization and project management policies and practices. Competitive bidding, preference for fixed-price contracts, ethical conduct, and fairness doctrine are cited. Suggested steps during project execution are presented. 3 refs.

  16. The Flight of the Phoenix: Interpersonal Aspects of Project Management

    ERIC Educational Resources Information Center

    Huffman, Brian J.; Kilian, Claire McCarty

    2012-01-01

    Although many classroom exercises use movies to focus on management and organizational behavior issues, none of those do so in the context of project management. This article presents such an exercise using "The Flight of the Phoenix", an incredibly rich story for any management class, which provides clear examples of organizational behavior…

  17. Iraq Reconstruction: Lessons in Program and Project Management

    DTIC Science & Technology

    2007-03-01

    IRAQ RECONSTRUCTION I 1 • Corps of Engineers Financial Management System (CEFMS) • Primavera P3 (Project Management)—commercial software for planning...updated and analyzed at least monthly. • Sector program managers would be responsible for performing EVM, using the Primavera software, and

  18. Non-Profit/Higher Education Project Management Series: The Project Plan

    ERIC Educational Resources Information Center

    Burgher, Karl E.; Snyder, Michael

    2012-01-01

    This is the second installment of the AACRAO management series focusing on project management in the academy. In this article, the authors focus on white papers (often called charters, briefs, or fact sheets) and their partner, the work plan. The work plan is a detailed document that defines each aspect of a project. It is often preceded by a…

  19. 49 CFR 633.27 - Implementation of a project management plan.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 49 Transportation 7 2012-10-01 2012-10-01 false Implementation of a project management plan. 633... TRANSIT ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.27 Implementation of a project management plan. (a) Upon approval of a project management plan...

  20. 49 CFR 633.27 - Implementation of a project management plan.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 49 Transportation 7 2011-10-01 2011-10-01 false Implementation of a project management plan. 633... TRANSIT ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.27 Implementation of a project management plan. (a) Upon approval of a project management plan...

  1. 49 CFR 633.25 - Contents of a project management plan.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 49 Transportation 7 2013-10-01 2013-10-01 false Contents of a project management plan. 633.25... ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.25 Contents of a project management plan. At a minimum, a recipient's project management plan shall...

  2. 49 CFR 633.27 - Implementation of a project management plan.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 49 Transportation 7 2013-10-01 2013-10-01 false Implementation of a project management plan. 633... TRANSIT ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.27 Implementation of a project management plan. (a) Upon approval of a project management plan...

  3. Planning "and" Sprinting: Use of a Hybrid Project Management Methodology within a CIS Capstone Course

    ERIC Educational Resources Information Center

    Baird, Aaron; Riggins, Frederick J.

    2012-01-01

    An increasing number of information systems projects in industry are managed using hybrid project management methodologies, but this shift in project management methods is not fully represented in our CIS curriculums. CIS capstone courses often include an applied project that is managed with traditional project management methods (plan first,…

  4. 49 CFR 633.27 - Implementation of a project management plan.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 49 Transportation 7 2010-10-01 2010-10-01 false Implementation of a project management plan. 633... TRANSIT ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.27 Implementation of a project management plan. (a) Upon approval of a project management plan...

  5. 49 CFR 633.25 - Contents of a project management plan.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 49 Transportation 7 2014-10-01 2014-10-01 false Contents of a project management plan. 633.25... ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.25 Contents of a project management plan. At a minimum, a recipient's project management plan shall...

  6. 49 CFR 633.27 - Implementation of a project management plan.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 49 Transportation 7 2014-10-01 2014-10-01 false Implementation of a project management plan. 633... TRANSIT ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.27 Implementation of a project management plan. (a) Upon approval of a project management plan...

  7. Servant leadership behaviors of aerospace and defense project managers and their relation to project success

    NASA Astrophysics Data System (ADS)

    Dominik, Michael T.

    The success of a project is dependent in part on the skills, knowledge, and behavior of its leader, the project manager. Despite advances in project manager certifications and professional development, the aerospace and defense industry has continued to see highly visible and expensive project failures partially attributable to failures in leadership. Servant leadership is an emerging leadership theory whose practitioners embrace empowerment, authenticity, humility, accountability, forgiveness, courage, standing back, and stewardship, but has not yet been fully examined in the context of the project manager as leader. The objective of this study was to examine the relationship between servant leadership behaviors demonstrated by aerospace and defense project managers and the resulting success of their projects. Study participants were drawn from aerospace and defense oriented affinity groups from the LinkedInRTM social media web system. The participants rated their project managers using a 30-item servant leadership scale, and rated the success of their project using a 12-item project success scale. One hundred and fifteen valid responses were analyzed from 231 collected samples from persons who had worked for a project manager on an aerospace and defense project within the past year. The results of the study demonstrated statistically significant levels of positive correlation to project success for all eight servant leadership factors independently evaluated. Using multiple linear regression methods, the servant leadership factors of empowerment and authenticity were determined to be substantial and statistically significant predictors of project success. The study results established the potential application of servant leadership as a valid approach for improving outcomes of projects.

  8. SSME Advanced Health Management: Project Overview

    NASA Technical Reports Server (NTRS)

    Plowden, John

    2000-01-01

    This document is the viewgraphs from a presentation concerning the development of the Health Management system for the Space Shuttle Main Engine (SSME). It reviews the historical background of the SSME Advanced Health Management effort through the present final Health management configuration. The document includes reviews of three subsystems to the Advanced Health Management System: (1) the Real-Time Vibration Monitor System, (2) the Linear Engine Model, and (3) the Optical Plume Anomaly Detection system.

  9. Managing Best Practice Research Scholarship Projects.

    ERIC Educational Resources Information Center

    Dawes, Nick

    2002-01-01

    Describes the Best Practice Research Scholarship (BPRS) project designed for teachers which supports development of formative assessment strategies. Uses mentors to provide guidance to teacher research groups. (YDS)

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

    ERIC Educational Resources Information Center

    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…

  11. Creating a Project-Based Learning Environment to Improve Project Management Skills of Graduate Students

    ERIC Educational Resources Information Center

    Arantes do Amaral, Joao Alberto; Gonçalves, Paulo; Hess, Aurélio

    2015-01-01

    This article describes the project-based learning environment created to support project management graduate courses. The paper will focus on the learning context and procedures followed for 13 years, in 47 project-based learning MBA courses, involving approximately 1,400 students and 34 community partners.

  12. Spiral and Project-Based Learning with Peer Assessment in a Computer Science Project Management Course

    ERIC Educational Resources Information Center

    Jaime, Arturo; Blanco, José Miguel; Domínguez, César; Sánchez, Ana; Heras, Jónathan; Usandizaga, Imanol

    2016-01-01

    Different learning methods such as project-based learning, spiral learning and peer assessment have been implemented in science disciplines with different outcomes. This paper presents a proposal for a project management course in the context of a computer science degree. Our proposal combines three well-known methods: project-based learning,…

  13. Health Project Management. A Manual of Procedures for Formulating and Implementing Health Projects.

    ERIC Educational Resources Information Center

    Bainbridge, J.; Sapirie, S.

    The manual presents 16 main steps for health project management, from project formulation through termination. The manual defines a health project as a temporary intensive effort to set up and put into operation a new or revised service that will result in the reduction of specific health or health-related problems. (Typical examples include the…

  14. FME Senior Project Managers: A Juggling Act of Multiple Projects | Poster

    Cancer.gov

    By Peggy Pearl, Contributing Writer It was not until the 1950s that organizations in the United States began to apply project management tools and techniques to complex construction and engineering projects (http://en.m.wikipedia.org/wiki/Project_life_cycle).

  15. We Scrum Every Day: Using Scrum Project Management Framework for Group Projects

    ERIC Educational Resources Information Center

    Pope-Ruark, Rebecca

    2012-01-01

    Collaborative group projects have documented learning benefits, yet collaboration is challenging for students because the educational system values individual achievement. This article explores Scrum, an approach to framing, planning, and managing group projects used in Web-software development. Designed for multi-faceted projects, this approach…

  16. K-12 Project Management Education: NASA Hunch Projects

    ERIC Educational Resources Information Center

    Morgan, Joe; Zhan, Wei; Leonard, Matt

    2013-01-01

    To increase the interest in science, technology, engineering, and math (STEM) among high school students, the National Aeronautics and Space Administration (NASA) created the "High Schools United with NASA to Create Hardware" (HUNCH) program. To enhance the experience of the students, NASA sponsored two additional projects that require…

  17. What research project management in Earth sciences really means

    NASA Astrophysics Data System (ADS)

    Cristini, Luisa; Lampitt, Richard; Alexiou, Sofia

    2015-04-01

    Since much earlier than at the start of a research project, principal investigators and project coordinators have responsibilities that go far beyond their scientific interests. Management and communication skills are essential to build those working relationships that will result in a successful proposal as well as to disseminate project outputs to the funding agencies and the public sector. Starting from the cases of the FixO3 project and the previous EuroSITES, two EU-funded collaborative projects in observational oceanography, we show practical examples of typical management issues in research projects from the initial phase of outlining and submitting a proposal to the project implementation and reporting of the results.

  18. Climate Change Risk Management: CRE Adaptation Projects and the Risk Management Process

    EPA Pesticide Factsheets

    This document describes National Estuary Program partner projects that demonstrate how risk management can be successfully applied to address environmental challenges in our country’s coastal areas.

  19. 78 FR 8544 - Training Program for Regulatory Project Managers; Information Available to Industry

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-02-06

    ... HUMAN SERVICES Food and Drug Administration Training Program for Regulatory Project Managers... training and development programs to promote high performance in its regulatory project management staff... its training program to give regulatory project managers the opportunity to tour...

  20. NASA Space Flight Program and Project Management Handbook

    NASA Technical Reports Server (NTRS)

    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.

  1. Students Speak With Gary Cox, EPIC Project Manager

    NASA Video Gallery

    From NASA’s International Space Station Mission Control Center Gary Cox EPIC Project Manager, participates in a Digital Learning Network (DLN) event with students at South Effingham Middle School...

  2. Project Management Plan for the INEL technology logic diagrams

    SciTech Connect

    Rudin, M.J.

    1992-10-01

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

  3. Project Management Plan for the INEL technology logic diagrams

    SciTech Connect

    Rudin, M.J.

    1992-10-01

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

  4. Students Speak With Vacuum Chamber Project Manager Mary Cerimele

    NASA Video Gallery

    From the International Space Station Flight Control Room at NASA's Johnson Space Center, Vacuum Chamber A Project Manager Mary Cerimele participates in a Digital Learning Network (DLN) event with s...

  5. Criticality accident alarm system at the Fernald Environmental Management Project

    SciTech Connect

    Marble, R.C.; Brown, T.D.; Wooldridge, J.C.

    1994-12-31

    This paper describes the staus of the Fernald Environmental Management Project (FEMP) criticality alarm system. A new radiation detection alarm system was installed in 1990. The anunciation system, calibration and maintenance, and detector placement is described.

  6. Person-Centered Management in Project Administration.

    ERIC Educational Resources Information Center

    Caraway, James E.

    The theories of several contemporary management theorists are examined in order to demonstrate that their administrative stance is that of a person-intensive approach to management. After exploring leadership theory and the positions of Douglas McGregor, John J. Morse, Jay W. Lorsch, Rensis Likert, Bernard M. Bass, William Reddin, George H. Rice,…

  7. Improving Project Management with Simulation and Completion Distribution Functions

    NASA Technical Reports Server (NTRS)

    Cates, Grant R.

    2004-01-01

    Despite the critical importance of project completion timeliness, management practices in place today remain inadequate for addressing the persistent problem of project completion tardiness. A major culprit in late projects is uncertainty, which most, if not all, projects are inherently subject to. This uncertainty resides in the estimates for activity durations, the occurrence of unplanned and unforeseen events, and the availability of critical resources. In response to this problem, this research developed a comprehensive simulation based methodology for conducting quantitative project completion time risk analysis. It is called the Project Assessment by Simulation Technique (PAST). This new tool enables project stakeholders to visualize uncertainty or risk, i.e. the likelihood of their project completing late and the magnitude of the lateness, by providing them with a completion time distribution function of their projects. Discrete event simulation is used within PAST to determine the completion distribution function for the project of interest. The simulation is populated with both deterministic and stochastic elements. The deterministic inputs include planned project activities, precedence requirements, and resource requirements. The stochastic inputs include activity duration growth distributions, probabilities for events that can impact the project, and other dynamic constraints that may be placed upon project activities and milestones. These stochastic inputs are based upon past data from similar projects. The time for an entity to complete the simulation network, subject to both the deterministic and stochastic factors, represents the time to complete the project. Repeating the simulation hundreds or thousands of times allows one to create the project completion distribution function. The Project Assessment by Simulation Technique was demonstrated to be effective for the on-going NASA project to assemble the International Space Station. Approximately $500

  8. Academic Mobility Projects Management: Challenges for Ukrainian Professional Education

    ERIC Educational Resources Information Center

    Zabolotna, Oksana

    2015-01-01

    The article is devoted to the academic mobility projects management on the example of Pavlo Tychyna Uman State Pedagogical University in the Erasmus Mundus Projects, namely, EMINENCE and EMINENCE II. It has been pointed out that modern university is a constantly developing system possessing a hidden potential for innovations. Thus, the…

  9. An Analytical Method for Measuring Competence in Project Management

    ERIC Educational Resources Information Center

    González-Marcos, Ana; Alba-Elías, Fernando; Ordieres-Meré, Joaquín

    2016-01-01

    The goal of this paper is to present a competence assessment method in project management that is based on participants' performance and value creation. It seeks to close an existing gap in competence assessment in higher education. The proposed method relies on information and communication technology (ICT) tools and combines Project Management…

  10. The New Project Design and Management Workshop Training Manual.

    ERIC Educational Resources Information Center

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

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

  11. Improving Project Management Using Formal Models and Architectures

    NASA Technical Reports Server (NTRS)

    Kahn, Theodore; Sturken, Ian

    2011-01-01

    This talk discusses the advantages formal modeling and architecture brings to project management. These emerging technologies have both great potential and challenges for improving information available for decision-making. The presentation covers standards, tools and cultural issues needing consideration, and includes lessons learned from projects the presenters have worked on.

  12. Academic Librarians and Project Management: An International Study

    ERIC Educational Resources Information Center

    Serrano, Silvia Cobo; Avilés, Rosario Arquero

    2016-01-01

    Because information and documentation units in libraries have responsibility for an ever-increasing number of projects, this paper aims at analyzing the discipline of project management in library and information science (LIS) from a professional perspective. To that end, the researchers employed quantitative and qualitative methodology based on a…

  13. Implementation of an Intelligent Tutorial System for Socioenvironmental Management Projects

    ERIC Educational Resources Information Center

    Vera, Gil; Daniel, Víctor; Awad, Gabriel

    2015-01-01

    The agents responsible of execution of physical infrastructure projects of the Government of Antioquia must know the theories and concepts related to the socio-environmental management of physical infrastructure projects. In the absence of tools and the little information on the subject, it is necessary to build a m-learning tool to facilitate to…

  14. School Building Projects: Managing Insurance and Contracts during Construction

    ERIC Educational Resources Information Center

    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…

  15. Management and Development of the Western Resources Project

    SciTech Connect

    Terry Brown

    2009-03-09

    The purpose of this project was to manage the Western Resources Project, which included a comprehensive, basin-wide set of experiments investigating the impacts of coal bed methane (CBM; a.k.a. coal bed natural gas, CBNG) production on surface and groundwater in the Powder River Basin in Wyoming. This project included a number of participants including Apache Corporation, Conoco Phillips, Marathon, the Ucross Foundation, Stanford University, the University of Wyoming, Montana Bureau of Mines and Geology, and Western Research Institute.

  16. Approaches for Measuring the Management Effectiveness of Software Projects

    DTIC Science & Technology

    2008-04-01

    project management, they expressed the need for a theory that helps us to understand the conditions, constraints, and drivers leading to functional and... functionality of the product. In addition, they may even view a cancelled project as success due to the lessons learned and the challenge in the project...metric model for such measurement to guide the future researches. The model is shown below: 1 _ ( ) n i i i SPMEM Measurement function w m

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

    ERIC Educational Resources Information Center

    Falkenberg, Loren; Russell, Randy; Ricker, Lynne

    2000-01-01

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

  18. Project Portfolio Management for Academic Libraries: A Gentle Introduction

    ERIC Educational Resources Information Center

    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…

  19. Underground Test Area Subproject Project Management Plan, Revision 1

    SciTech Connect

    1998-06-03

    This Project Management Plan (PMP) describes the manner in which the US Department of Energy Nevada Operations Office (DOE/NV) will manage the Underground Test Area (UGTA) Subproject at the Nevada Test Site (NTS). It provides the basic guidance for implementation and the organizational structure for meeting the UGTA objectives.

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

    NASA Technical Reports Server (NTRS)

    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.

  1. The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership

    ERIC Educational Resources Information Center

    Griffith-Cooper, Barber; King, Karyl

    2007-01-01

    The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

  2. The Characteristics of Project Managers: An Exploration of Complex Projects in the National Aeronautics and Space Administration

    NASA Technical Reports Server (NTRS)

    Mulenburg, Gerald M.

    2000-01-01

    Study of characteristics and relationships of project managers of complex projects in the National Aeronautics and Space Administration. Study is based on Research Design, Data Collection, Interviews, Case Studies, and Data Analysis across varying disciplines such as biological research, space research, advanced aeronautical test facilities, aeronautic flight demonstrations, and projects at different NASA centers to ensure that findings were not endemic to one type of project management, or to one Center's management philosophies. Each project is treated as a separate case with the primary data collected during semi-structured interviews with the project manager responsible for the overall project. Results of the various efforts show some definite similarities of characteristics and relationships among the project managers in the study. A model for how the project managers formulated and managed their projects is included.

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

    SciTech Connect

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

    1987-01-01

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

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

    SciTech Connect

    MCLELLAN, G.W.

    2007-02-07

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

  5. Project Management of Army Aircraft Survivability Equipment

    DTIC Science & Technology

    1976-11-01

    JTCG/AS Report Number JTCG/ AS-74-D-002, ’Proposed MIL-STD- XXX , Aircraft Nonnuclear Sur- vivability/Vulnerability. Terms" . 3 I VULNEPJ4BILITY - The...the JTCC-/AS program has become the primary interface be- teen the Army and the other Services. *27 * I • • 27 SECTION IV SUM.,n arv Project

  6. Dryden Flight Research Center Critical Chain Project Management Implementation

    NASA Technical Reports Server (NTRS)

    Hines, Dennis O.

    2012-01-01

    In Fiscal Year 2011 Dryden Flight Research Center (DFRC) implemented a new project management system called Critical Chain Project Management (CCPM). Recent NASA audits have found that the Dryden workforce is strained under increasing project demand and that multi-tasking has been carried to a whole new level at Dryden. It is very common to have an individual work on 10 different projects during a single pay period. Employee surveys taken at Dryden have identified work/life balance as the number one issue concerning employees. Further feedback from the employees indicated that project planning is the area needing the most improvement. In addition, employees have been encouraged to become more innovative, improve job skills, and seek ways to improve overall job efficiency. In order to deal with these challenges, DFRC management decided to adopt the CCPM system that is specifically designed to operate in a resource constrained multi-project environment. This paper will discuss in detail the rationale behind the selection of CCPM and the goals that will be achieved through this implementation. The paper will show how DFRC is tailoring the CCPM system to the flight research environment as well as laying out the implementation strategy. Results of the ongoing implementation will be discussed as well as change management challenges and organizational cultural changes. Finally this paper will present some recommendations on how this system could be used by selected NASA projects or centers.

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

    NASA Astrophysics Data System (ADS)

    Cristini, Luisa; Pabortsava, Katsiaryna; Stichel, Torben

    2016-04-01

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

  8. JPL Project Information Management: A Continuum Back to the Future

    NASA Technical Reports Server (NTRS)

    Reiz, Julie M.

    2009-01-01

    This slide presentation reviews the practices and architecture that support information management at JPL. This practice has allowed concurrent use and reuse of information by primary and secondary users. The use of this practice is illustrated in the evolution of the Mars Rovers from the Mars Pathfinder to the development of the Mars Science Laboratory. The recognition of the importance of information management during all phases of a project life cycle has resulted in the design of an information system that includes metadata, has reduced the risk of information loss through the use of an in-process appraisal, shaping of project's appreciation for capturing and managing the information on one project for re-use by future projects as a natural outgrowth of the process. This process has also assisted in connection of geographically disbursed partners into a team through sharing information, common tools and collaboration.

  9. Improving Space Project Cost Estimating with Engineering Management Variables

    NASA Technical Reports Server (NTRS)

    Hamaker, Joseph W.; Roth, Axel (Technical Monitor)

    2001-01-01

    Current space project cost models attempt to predict space flight project cost via regression equations, which relate the cost of projects to technical performance metrics (e.g. weight, thrust, power, pointing accuracy, etc.). This paper examines the introduction of engineering management parameters to the set of explanatory variables. A number of specific engineering management variables are considered and exploratory regression analysis is performed to determine if there is statistical evidence for cost effects apart from technical aspects of the projects. It is concluded that there are other non-technical effects at work and that further research is warranted to determine if it can be shown that these cost effects are definitely related to engineering management.

  10. A Quantitative Examination of Critical Success Factors Comparing Agile and Waterfall Project Management Methodologies

    ERIC Educational Resources Information Center

    Pedersen, Mitra

    2013-01-01

    This study investigated the rate of success for IT projects using agile and standard project management methodologies. Any successful project requires use of project methodology. Specifically, large projects require formal project management methodologies or models, which establish a blueprint of processes and project planning activities. This…

  11. Software Schedules Missions, Aids Project Management

    NASA Technical Reports Server (NTRS)

    2008-01-01

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

  12. Managing Project Landscapes in Knowledge-Based Enterprises

    NASA Astrophysics Data System (ADS)

    Stantchev, Vladimir; Franke, Marc Roman

    Knowledge-based enterprises are typically conducting a large number of research and development projects simultaneously. This is a particularly challenging task in complex and diverse project landscapes. Project Portfolio Management (PPM) can be a viable framework for knowledge and innovation management in such landscapes. A standardized process with defined functions such as project data repository, project assessment, selection, reporting, and portfolio reevaluation can serve as a starting point. In this work we discuss the benefits a multidimensional evaluation framework can provide for knowledge-based enterprises. Furthermore, we describe a knowledge and learning strategy and process in the context of PPM and evaluate their practical applicability at different stages of the PPM process.

  13. Proposal and Evaluation of Management Method for College Mechatronics Education Applying the Project Management

    NASA Astrophysics Data System (ADS)

    Ando, Yoshinobu; Eguchi, Yuya; Mizukawa, Makoto

    In this research, we proposed and evaluated a management method of college mechatronics education. We applied the project management to college mechatronics education. We practiced our management method to the seminar “Microcomputer Seminar” for 3rd grade students who belong to Department of Electrical Engineering, Shibaura Institute of Technology. We succeeded in management of Microcomputer Seminar in 2006. We obtained the good evaluation for our management method by means of questionnaire.

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

    PubMed

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

    2015-01-01

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

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

    NASA Astrophysics Data System (ADS)

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

    2013-05-01

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

  16. Phillips Lab Project Manager’s Handbook

    DTIC Science & Technology

    1994-04-15

    7 PROJECT MANAGEMET PLHI 61-1 15 April 1994 Militarily Critical (805) 275-6190; DSN 525-6190FAX: (805) 275-5739; DSN 525-5739 Techn a1ogies List...Kirtland. Most classes are held during duty hours. (All after duty hour in our computer classroom . Those requiring college courses must be handled by...RF radiation must be eye exams, laser certifications by the reported immediately to the base BES and Bloenvironmental Engineering Services the safety

  17. Online Project Based Learning in Innovation Management.

    ERIC Educational Resources Information Center

    O'Sullivan, David

    2003-01-01

    An innovation management course has three strands with face-to-face and online components: (1) seminars with online course notes and slides; (2) assignments (group online case studies, tutorials, in-class presentations); and (3) assessment (online, oral, in-class, written). Students are able to benchmark their work online and teachers use the…

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

    ERIC Educational Resources Information Center

    Schmitz, Kurt W.

    2013-01-01

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

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

    PubMed

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

    2014-05-01

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

  20. Data management for interdisciplinary field experiments: OTTER project support

    NASA Technical Reports Server (NTRS)

    Angelici, Gary; Popovici, Lidia; Skiles, J. W.

    1993-01-01

    The ability of investigators of an interdisciplinary science project to properly manage the data that are collected during the experiment is critical to the effective conduct of science. When the project becomes large, possibly including several scenes of large-format remotely sensed imagery shared by many investigators requiring several services, the data management effort can involve extensive staff and computerized data inventories. The OTTER (Oregon Transect Ecosystem Research) project was supported by the PLDS (Pilot Land Data System) with several data management services, such as data inventory, certification, and publication. After a brief description of these services, experiences in providing them are compared with earlier data management efforts and some conclusions regarding data management in support of interdisciplinary science are discussed. In addition to providing these services, a major goal of this data management capability was to adopt characteristics of a pro-active attitude, such as flexibility and responsiveness, believed to be crucial for the effective conduct of active, interdisciplinary science. These are also itemized and compared with previous data management support activities. Identifying and improving these services and characteristics can lead to the design and implementation of optimal data management support capabilities, which can result in higher quality science and data products from future interdisciplinary field experiments.

  1. Defense Acquisition Reform and Project Management

    DTIC Science & Technology

    2007-11-02

    ANSI / EIA 748 -98 Earned Value Management Systems – For now, DoD and industry EVMS criteria are equal – International discussions ongoing Canada, UK...Advantage Government Industry IBRs 32 EVMS Criteria Regulations Revised Advance Agreements IBRs ANSI - EIA 748 - Incorporate ANSI - EIA 748 in DoD...Rev. 8-98) Prescribed by ANSI Std Z39.18 DoD Acquisition Reform u The acquisition environment – Industrial base consolidation u Earned Value

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

    SciTech Connect

    Glidewell, D.

    1996-09-01

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

  3. Utilizing Strategic Project Management Processes and the NATO Code of Best Practice to Improve Management of Experimentation Events

    DTIC Science & Technology

    2009-06-01

    information have been suggested as being resources of projects ( PMBOK , 2002). Therefore, they are one of the key aspects of strategic project management...Assessment, Revision 2002.” DoD CCRP Press, Washington, DC PMBOK -Project Management Body of Knowledge, Project Management Institute Press, 2002 Tolk, A

  4. Information Management for a Large Multidisciplinary Project

    NASA Technical Reports Server (NTRS)

    Jones, Kennie H.; Randall, Donald P.; Cronin, Catherine K.

    1992-01-01

    In 1989, NASA's Langley Research Center (LaRC) initiated the High-Speed Airframe Integration Research (HiSAIR) Program to develop and demonstrate an integrated environment for high-speed aircraft design using advanced multidisciplinary analysis and optimization procedures. The major goals of this program were to evolve the interactions among disciplines and promote sharing of information, to provide a timely exchange of information among aeronautical disciplines, and to increase the awareness of the effects each discipline has upon other disciplines. LaRC historically has emphasized the advancement of analysis techniques. HiSAIR was founded to synthesize these advanced methods into a multidisciplinary design process emphasizing information feedback among disciplines and optimization. Crucial to the development of such an environment are the definition of the required data exchanges and the methodology for both recording the information and providing the exchanges in a timely manner. These requirements demand extensive use of data management techniques, graphic visualization, and interactive computing. HiSAIR represents the first attempt at LaRC to promote interdisciplinary information exchange on a large scale using advanced data management methodologies combined with state-of-the-art, scientific visualization techniques on graphics workstations in a distributed computing environment. The subject of this paper is the development of the data management system for HiSAIR.

  5. Impact of senior design project for the development of leadership and management skills in construction management

    NASA Astrophysics Data System (ADS)

    Chowdhury, Tamara

    2013-08-01

    Senior design courses are a core part of curricula across engineering and technology disciplines. Such courses offer Construction Management (CMG) students the opportunity to bring together, assimilate and apply the knowledge they have acquired over their entire undergraduate academic programme to an applied technical project. Senior or Capstone design course engages students in a real-world project, enhance leadership development, and prepare to manage and lead project teams. The CMG programme's multidisciplinary approach at Alabama A&M University, combines essential components of construction techniques with concepts of business management to develop technically qualified individuals for responsible management roles in the design, construction and operation of major construction projects. This paper analyses the performance of the students and improvement due to the interaction with the faculty advisors and industrial panel during the two semester Capstone project. The results of this Capstone sequence have shown a continuous improvement of student performance.

  6. Designing an Academic Project Management Program: A Collaboration between a University and a PMI Chapter

    ERIC Educational Resources Information Center

    Poston, Robin S.; Richardson, Sandra M.

    2011-01-01

    The demand for project management skills in industry is increasing resulting in a higher demand for project management educational programs. Universities are addressing industry demand by developing project management courses, degree offerings and certificate programs that focus on both technical and general project management skills. While…

  7. Appreciating the Complexity of Project Management Execution: Using Simulation in the Classroom

    ERIC Educational Resources Information Center

    Hartman, Nathan S.; Watts, Charles A.; Treleven, Mark D.

    2013-01-01

    As the popularity and importance of project management increase, so does the need for well-prepared project managers. This article discusses our experiences using a project management simulation in undergraduate and MBA classes to help students better grasp the complexity of project management. This approach gives students hands-on experience with…

  8. Sound waste management plan. Restoration project 95115. Exxon Valdez oil spill restoration project final report

    SciTech Connect

    1996-02-01

    The project was designed to address marine pollution that is generated from landbased sources within the Prince William Sound communities of Cordova, Valdez, Whittier Tatitlek, and Chenega Bay. The project recommends ways to improve the management of three different waste streams generated within the communities and which are a chronic source of marine pollution: used oil, household hazardous waste, and solid waste. The recommendations, some of which have already been implemented, include: creation of a comprehensive used oil management system in each community, construction of Environmental Operation Stations to improve the overall management of solid and oily wastes, and the development of a regional household hazardous waste program.

  9. Was Project Management Life Really Better in Apollo?

    NASA Technical Reports Server (NTRS)

    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?"

  10. Project management of DAG: Eastern Anatolia Observatory

    NASA Astrophysics Data System (ADS)

    Keskin, Onur; Yesilyaprak, Cahit; Yerli, Sinan K.; Zago, Lorenzo; Guver, Tolga; Alis, Sinan

    2016-08-01

    The four meter DAG (Eastern Anatolia Observatory in Turkish) telescope is not only the largest telescope in Turkey but also the most promising telescope in the northern hemisphere with a large potential to offer scientific observations with its cutting edge technology. DAG is designed to be an AO telescope which will allow both infrared and visible observations with its two Nasmyth platforms dedicated to next generation focal plane instruments. In this paper, status updates from DAG telescope will be presented in terms of; (i) in house optical design of DAG, (ii) tender process of telescope, (iii) tender process of enclosure, and (iv) tender process of the observatory building. Also status updates from the focal plane instruments project and possible collaboration activities will be presented.

  11. 75 FR 55109 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-09-09

    ... Defense Science and Technology Reinvention Laboratory Personnel Management Demonstration Project... Reinvention Laboratory Personnel Management Demonstration Project, Department of the Army, Army Research... Defense to conduct personnel demonstration projects at DoD laboratories designated as Science...

  12. 75 FR 55199 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-09-09

    ... Defense Science and Technology Reinvention Laboratory Personnel Management Demonstration Project... Reinvention Laboratory Personnel Management Demonstration Project, Department of the Army, Army Research... Secretary of Defense to conduct personnel demonstration projects at DoD laboratories designated as...

  13. Unmanned space project management: Surveyor and lunar orbiter

    NASA Technical Reports Server (NTRS)

    Kloman, E. H.

    1972-01-01

    An analysis of the management of two major NASA projects, Surveyor and Lunar Orbiter is presented. The analysis reflects the comments and criticisms of many NASA officials who were responsible for various phases of the projects as well as comments by knowledgeable persons outside NASA. Findings are submitted with respect to; (1) environment, (2) role of individuals, (3) teamwork, (4) roles and missions, (5) organization, and (6) cost performance.

  14. The Application of Adaptive Management to Ecosystem Restoration Projects

    DTIC Science & Technology

    2012-04-01

    implementation. The management flexibility produced by vigorous project design lowers costs by reducing the likelihood that existing projects will...elevation in the swamp  Increase the durations of dry periods in the swamp to improve baldcypress and tupelo productivity and to increase seed ... germination and survival of these key species  Improve fish and wildlife habitat in the swamp and in Blind River USACE, Convent/Blind River 2009

  15. Issues in NASA Program and Project Management:: A Collection of Papers on Aerospace Management Issues (Supplement 11)

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

    1996-01-01

    Papers address the following topics: NASA's project management development process; Better decisions through structural analysis; NASA's commercial technology management system; Today's management techniques and tools; Program control in NASA - needs and opportunities; and Resources for NASA managers.

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

    NASA Technical Reports Server (NTRS)

    Mizell, Carolyn; Malone, Linda

    2007-01-01

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

  17. Risk Management on the National Compact Stellarator Project (NCSX)

    SciTech Connect

    Risk Management on the National Compact Stellarator Project

    2009-02-06

    In its simplest form, risk management is a continuous assessment from project start to completion that identifies what can impact your project (i.e., what the risks are)., which of these risks are important, and identification and implementation of strategies to deal with these risks (both threats and opportunities). The National Compact Stellerator Experiment (NCSX) Project was a "first-of-a-kind" fusion experiment that was technically very challenging, primarily resulting from the complex component geometries and tight tolerances. Initial risk quantification approaches proved inadequate and contributed to the escalation of costs as the design evolved and construction started. After the Project was well into construction, a new risk management plan was adopted. This plan was based on successful Department of Energy (DOE) and industrial risk management precepts. This paper will address the importance of effective risk management processes and lessons learned. It is of note that a steady reduction of risk was observed in the last six months of the project.

  18. Results of a Survey Software Development Project Management in the U.S. Aerospace Industry. Volume II. Project Management Techniques, Procedures and Tools.

    DTIC Science & Technology

    1979-12-18

    PROJECT MANAGEMENT IN THE U.S. AEROSPACE INDUSTRY Volume I1 PROJECT MANAGEMENT TECHNIQUES, PROCEDURES AND TOOLS RICHARD Hf. THAYER SACRAMENTO AIR...MANAGEMENT TECHNIQUES AND PROCEDURES USED IN SOFTWARE DEVELOPMENT PROJECTS BY THE US AEROSPACE INDUSTRY BY Richard H. Thayer and John H. Lehman This report...contains the results of a survey conducted in 1977 and 1978 on how the US Aerospace Industry manages its software development projects. The sample of

  19. Spiral and Project-Based Learning with Peer Assessment in a Computer Science Project Management Course

    NASA Astrophysics Data System (ADS)

    Jaime, Arturo; Blanco, José Miguel; Domínguez, César; Sánchez, Ana; Heras, Jónathan; Usandizaga, Imanol

    2016-06-01

    Different learning methods such as project-based learning, spiral learning and peer assessment have been implemented in science disciplines with different outcomes. This paper presents a proposal for a project management course in the context of a computer science degree. Our proposal combines three well-known methods: project-based learning, spiral learning and peer assessment. Namely, the course is articulated during a semester through the structured (progressive and incremental) development of a sequence of four projects, whose duration, scope and difficulty of management increase as the student gains theoretical and instrumental knowledge related to planning, monitoring and controlling projects. Moreover, the proposal is complemented using peer assessment. The proposal has already been implemented and validated for the last 3 years in two different universities. In the first year, project-based learning and spiral learning methods were combined. Such a combination was also employed in the other 2 years; but additionally, students had the opportunity to assess projects developed by university partners and by students of the other university. A total of 154 students have participated in the study. We obtain a gain in the quality of the subsequently projects derived from the spiral project-based learning. Moreover, this gain is significantly bigger when peer assessment is introduced. In addition, high-performance students take advantage of peer assessment from the first moment, whereas the improvement in poor-performance students is delayed.

  20. Dummy-Based Critical Chain Scheduling in Project Management

    NASA Astrophysics Data System (ADS)

    Suwa, Haruhiko; Morita, Daisuke; Sandoh, Hiroaki

    This paper proposes a new critical chain scheduling method in project management. The authors have already proposed a theoretical model, which provides an optimal total size of dummies to be inserted in the initial project schedule. Dummies, which are occasionally referred to as buffer, are useful to absorb schedule delays caused by a variety of uncertainties. Given the total size of dummies, this study explores for some useful rules under which we should allocate the dummies in the initial project schedule to generate buffered schedule. Some computational experiments derives several important properties of buffered schedules with a view to demonstrating the effectiveness of those rules particularly in critical chain scheduling.

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

    NASA Technical Reports Server (NTRS)

    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

  2. Office of River Protection: Simplifying Project management tools

    SciTech Connect

    TAYLOR, D.G.

    2000-09-24

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

  3. The pros and cons of risk communication: A project manager`s guide

    SciTech Connect

    Perry, S.D.

    1995-12-31

    Communicating risk is in itself a risky, yet essential, part of any successful hazardous waste project`s community relations strategy. Essential, because no project requiring public involvement can achieve success without effective communication of technical data and associated risks. Risky, because the stakes are high, the public and media are often contentious, and their science and engineering are difficult to relate to non-technical audiences. Given that communicating project risks cannot be avoided, or are avoided at one`s own peril, project managers lacking mastery of communication skills can build winning strategies by heeding the following ``pros`` and ``cons`` of risk communication.

  4. Data management for community research projects: A JGOFS case study

    NASA Technical Reports Server (NTRS)

    Lowry, Roy K.

    1992-01-01

    Since the mid 1980s, much of the marine science research effort in the United Kingdom has been focused into large scale collaborative projects involving public sector laboratories and university departments, termed Community Research Projects. Two of these, the Biogeochemical Ocean Flux Study (BOFS) and the North Sea Project incorporated large scale data collection to underpin multidisciplinary modeling efforts. The challenge of providing project data sets to support the science was met by a small team within the British Oceanographic Data Centre (BODC) operating as a topical data center. The role of the data center was to both work up the data from the ship's sensors and to combine these data with sample measurements into online databases. The working up of the data was achieved by a unique symbiosis between data center staff and project scientists. The project management, programming and data processing skills of the data center were combined with the oceanographic experience of the project communities to develop a system which has produced quality controlled, calibrated data sets from 49 research cruises in 3.5 years of operation. The data center resources required to achieve this were modest and far outweighed by the time liberated in the scientific community by the removal of the data processing burden. Two online project databases have been assembled containing a very high proportion of the data collected. As these are under the control of BODC their long term availability as part of the UK national data archive is assured. The success of the topical data center model for UK Community Research Project data management has been founded upon the strong working relationships forged between the data center and project scientists. These can only be established by frequent personal contact and hence the relatively small size of the UK has been a critical factor. However, projects covering a larger, even international scale could be successfully supported by a

  5. Project Management - The People Make the Difference

    SciTech Connect

    DELOZIER, M.P.

    2001-01-15

    CH2M HILL Hanford Group, Inc. manages the high level nuclear waste tanks for the Department of Energy's Office of River Protection, at the Hanford site in southeastern Washington State. The Hanford tanks contain more than 53 million gallons of waste, 200 million curies (three times that released by Chernobyl), and 67 of the 177 tanks have leaked at some time in the past. The current company has been responsible for the tanks since fall 1996. Previous to 1996, there is a long history of the Hanford tank farms being the bane of DOE Environmental Management. One tank would periodically and spontaneously release large quantities of flammable gas. Another tank, which does not have double containment as now required by law, self-boiled and required the addition of more than 5,000 gallons of water per month to maintain temperatures within the design parameters of the tank. Only a single-wall steel pipe with limited leak detection was available to transfer waste the 7-mile route from the western-most tank farms to a waste evaporator. The regulators, public, and congress had little confidence that DOE or its contractors knew the chemical, physical, or nuclear characteristics of the tanks contents. The nuclear safety controls were so complex and varied for different tanks and different operations, that very few employees understood the hazards and the control requirements. In fact, in 1993, congress found it necessary to pass a law restricting the operations of 54 of the 177 tanks due to safety concerns--these tanks are known as ''watch list'' tanks. This was a bleak picture--DOE's most hazardous nuclear waste storage site--and no one really knew what was in the tanks and control measures were akin to bandaids and bailing wire. This is not the condition today. No tanks spontaneously belch gas above the flammability limit of hydrogen. All tanks have consistent flammable gas controls that are understood by the tank farm workers. A new doubly contained transfer line, with

  6. Participatory forest management in Ethiopia: learning from pilot projects.

    PubMed

    Ameha, Aklilu; Larsen, H O; Lemenih, Mulugeta

    2014-04-01

    Different arrangements of decentralized forest management have been promoted as alternatives to centralized and top down approaches to halt tropical deforestation and forest degradation. Ethiopia is one of the countries piloting one of these approaches. To inform future programs and projects it is essential to learn from existing pilots and experiences. This paper analyses five of the pilot participatory forest management (PFM) programs undertaken in Ethiopia. The study is based on the Forest User Group (FUG) members' analyses of the programs using selected outcome variables: forest income, change in forest conditions, forest ownership feelings and effectiveness of FUGs as forest managing institutions. These variables were assessed at three points in time-before the introduction of PFM, during the project implementation and after the projects ended. Data were collected using group discussions, key informant interviews and transect walks through the PFM forests. The results show that in all of the five cases the state of the forest is perceived to have improved with the introduction of PFM, and in four of the cases the improvement was maintained after projects ended. Regulated access to the forests following introduction of PFM was not perceived to have affected forest income negatively. There are, however, serious concerns about the institutional effectiveness of the FUGs after projects ended, and this may affect the success of the PFM approach in the longer term.

  7. Participatory Forest Management in Ethiopia: Learning from Pilot Projects

    NASA Astrophysics Data System (ADS)

    Ameha, Aklilu; Larsen, H. O.; Lemenih, Mulugeta

    2014-04-01

    Different arrangements of decentralized forest management have been promoted as alternatives to centralized and top down approaches to halt tropical deforestation and forest degradation. Ethiopia is one of the countries piloting one of these approaches. To inform future programs and projects it is essential to learn from existing pilots and experiences. This paper analyses five of the pilot participatory forest management (PFM) programs undertaken in Ethiopia. The study is based on the Forest User Group (FUG) members' analyses of the programs using selected outcome variables: forest income, change in forest conditions, forest ownership feelings and effectiveness of FUGs as forest managing institutions. These variables were assessed at three points in time—before the introduction of PFM, during the project implementation and after the projects ended. Data were collected using group discussions, key informant interviews and transect walks through the PFM forests. The results show that in all of the five cases the state of the forest is perceived to have improved with the introduction of PFM, and in four of the cases the improvement was maintained after projects ended. Regulated access to the forests following introduction of PFM was not perceived to have affected forest income negatively. There are, however, serious concerns about the institutional effectiveness of the FUGs after projects ended, and this may affect the success of the PFM approach in the longer term.

  8. Introducing Risk Management Techniques Within Project Based Software Engineering Courses

    NASA Astrophysics Data System (ADS)

    Port, Daniel; Boehm, Barry

    2002-03-01

    In 1996, USC switched its core two-semester software engineering course from a hypothetical-project, homework-and-exam course based on the Bloom taxonomy of educational objectives (knowledge, comprehension, application, analysis, synthesis, and evaluation). The revised course is a real-client team-project course based on the CRESST model of learning objectives (content understanding, problem solving, collaboration, communication, and self-regulation). We used the CRESST cognitive demands analysis to determine the necessary student skills required for software risk management and the other major project activities, and have been refining the approach over the last 5 years of experience, including revised versions for one-semester undergraduate and graduate project course at Columbia. This paper summarizes our experiences in evolving the risk management aspects of the project course. These have helped us mature more general techniques such as risk-driven specifications, domain-specific simplifier and complicator lists, and the schedule as an independent variable (SAIV) process model. The largely positive results in terms of review of pass / fail rates, client evaluations, product adoption rates, and hiring manager feedback are summarized as well.

  9. Building a Sustainable Project Management Capacity in Cyprus

    ERIC Educational Resources Information Center

    Kelly, Steven J.; Esque, Timm J.; Novak, M. Mari; Cermakova, Anna

    2012-01-01

    The performance-driven project management program examined in this article was funded to support a variety of technical assistance efforts designed to strengthen the performance of small and medium enterprises in the Turkish Cypriot community in Cyprus. The customized program combined progressive workshops with hands-on and distance coaching by…

  10. Teaching Project Management On-Line: Lessons Learned from MOOCs

    ERIC Educational Resources Information Center

    Falcao, Rita; Fernandes, Luis

    2016-01-01

    Creating a course for teaching project management online in a full online distance-learning environment was a challenge. Working with adult learners from different continents that want to complete a Master degree was an additional challenge. This paper describes how different MOOCs were used to learn about teaching -(meta) e-learning. MOOCs…

  11. Adaptive Knowledge Management of Project-Based Learning

    ERIC Educational Resources Information Center

    Tilchin, Oleg; Kittany, Mohamed

    2016-01-01

    The goal of an approach to Adaptive Knowledge Management (AKM) of project-based learning (PBL) is to intensify subject study through guiding, inducing, and facilitating development knowledge, accountability skills, and collaborative skills of students. Knowledge development is attained by knowledge acquisition, knowledge sharing, and knowledge…

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

    ERIC Educational Resources Information Center

    Branch, John; Smith, Bryan

    1992-01-01

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

  13. Developing Instructional Technology Products Using Effective Project Management Practices

    ERIC Educational Resources Information Center

    Allen, Stephanie; Hardin, Paul C.

    2008-01-01

    Delivering a successful instructional technology (IT) product depends on more than just having an extremely creative instructional solution or following an instructional systems design (ISD) model. Proper planning, direction, and execution of the project are require, as well. We present a model of management that encompasses the ISD process. Five…

  14. Conscientious Consumerism Project in an Undergraduate Quality Management Class

    ERIC Educational Resources Information Center

    Helms, Marilyn M.

    2014-01-01

    This article describes a "conscientious consumerism" project that involves the student as the consumer to either commend or complain to a company about a recent product or service experience. This activity and presentation helps students develop an understanding of the commendation/complaint management process within organizations while…

  15. Education at Work: A Labour-Management Retraining Project.

    ERIC Educational Resources Information Center

    Ontario Women's Directorate, Ottawa.

    In 1986, the Ontario Women's Directorate launched the Change Agent Program to encourage the development of workplace equity programs and to share information and knowledge gained by these programs so that others might benefit from them. This report describes a 20-month pilot project, Education at Work, a joint labor-management initiative between…

  16. Bridging Disciplines with the Riparian Area Management Project

    ERIC Educational Resources Information Center

    Cockerill, Kristan M.; Titus, Jonathan H.

    2004-01-01

    Faculty at Columbia University's Earth Semester created the interdisciplinary Riparian Area Management Project to help students integrate information and skills from life sciences, geosciences, social sciences, and humanities focused coursework. Structured as a "consulting" contract, students were required to make a policy recommendation…

  17. The Design & Management of Community Projects--A Team Approach.

    ERIC Educational Resources Information Center

    Hubbard, Robert L.; Ennis-Applegate, Mari

    This manual contains materials for a 2-week workshop to train extension staff and community leaders working at the village level in the Solomon Islands. The aim of the course is to improve participants' skills so they are better able to help communities and community groups design and manage community projects. An introduction addresses the team…

  18. Space Geodesy Project Information and Configuration Management Procedure

    NASA Technical Reports Server (NTRS)

    Merkowitz, Stephen M.

    2016-01-01

    This plan defines the Space Geodesy Project (SGP) policies, procedures, and requirements for Information and Configuration Management (CM). This procedure describes a process that is intended to ensure that all proposed and approved technical and programmatic baselines and changes to the SGP hardware, software, support systems, and equipment are documented.

  19. Microcomputers & Educational Researchers: Writing, Project Management, Statistics Software, & Data Retrieval.

    ERIC Educational Resources Information Center

    Knirk, Frederick G.

    Designed to assist educational researchers in utilizing microcomputers, this paper presents information on four types of computer software: writing tools for educators, statistical software designed to perform analyses of small and moderately large data sets, project management tools, and general education/research oriented information services…

  20. Simple Tools to Facilitate Project Management of a Nursing Research Project.

    PubMed

    Aycock, Dawn M; Clark, Patricia C; Thomas-Seaton, LaTeshia; Lee, Shih-Yu; Moloney, Margaret

    2016-07-01

    Highly organized project management facilitates rigorous study implementation. Research involves gathering large amounts of information that can be overwhelming when organizational strategies are not used. We describe a variety of project management and organizational tools used in different studies that may be particularly useful for novice researchers. The studies were a multisite study of caregivers of stroke survivors, an Internet-based diary study of women with migraines, and a pilot study testing a sleep intervention in mothers of low-birth-weight infants. Project management tools were used to facilitate enrollment, data collection, and access to results. The tools included protocol and eligibility checklists, event calendars, screening and enrollment logs, instrument scoring tables, and data summary sheets. These tools created efficiency, promoted a positive image, minimized errors, and provided researchers with a sense of control. For the studies described, there were no protocol violations, there were minimal missing data, and the integrity of data collection was maintained.

  1. Dream project: Applications of earth observations to disaster risk management

    NASA Astrophysics Data System (ADS)

    Dyke, G.; Gill, S.; Davies, R.; Betorz, F.; Andalsvik, Y.; Cackler, J.; Dos Santos, W.; Dunlop, K.; Ferreira, I.; Kebe, F.; Lamboglia, E.; Matsubara, Y.; Nikolaidis, V.; Ostoja-Starzewski, S.; Sakita, M.; Verstappen, N.

    2011-01-01

    The field of disaster risk management is relatively new and takes a structured approach to managing uncertainty related to the threat of natural and man-made disasters. Disaster risk management consists primarily of risk assessment and the development of strategies to mitigate disaster risk. This paper will discuss how increasing both Earth observation data and information technology capabilities can contribute to disaster risk management, particularly in Belize. The paper presents the results and recommendations of a project conducted by an international and interdisciplinary team of experts at the 2009 session of the International Space University in NASA Ames Research Center (California, USA). The aim is to explore the combination of current, planned and potential space-aided, airborne, and ground-based Earth observation tools, the emergence of powerful new web-based and mobile data management tools, and how this combination can support and improve the emerging field of disaster risk management. The starting point of the project was the World Bank's Comprehensive Approach to Probabilistic Risk Assessment (CAPRA) program, focused in Central America. This program was used as a test bed to analyze current space technologies used in risk management and develop new strategies and tools to be applied in other regions around the world.

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

    SciTech Connect

    SINCLAIR, J.C.

    1999-05-03

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

  3. Soil Management Plan For The Potable Water System Upgrades Project

    SciTech Connect

    Field, S. M.

    2007-04-01

    This plan describes and applies to the handling and management of soils excavated in support of the Y-12 Potable Water Systems Upgrades (PWSU) Project. The plan is specific to the PWSU Project and is intended as a working document that provides guidance consistent with the 'Soil Management Plan for the Oak Ridge Y-12 National Security Complex' (Y/SUB/92-28B99923C-Y05) and the 'Record of Decision for Phase II Interim Remedial Actions for Contaminated Soils and Scrapyard in Upper East Fork Popular Creek, Oak Ridge, Tennessee' (DOE/OR/01-2229&D2). The purpose of this plan is to prevent and/or limit the spread of contamination when moving soil within the Y-12 complex. The major feature of the soil management plan is the decision tree. The intent of the decision tree is to provide step-by-step guidance for the handling and management of soil from excavation of soil through final disposition. The decision tree provides a framework of decisions and actions to facilitate Y-12 or subcontractor decisions on the reuse of excavated soil on site and whether excavated soil can be reused on site or managed as waste. Soil characterization results from soil sampling in support of the project are also presented.

  4. Change management methodologies trained for automotive infotainment projects

    NASA Astrophysics Data System (ADS)

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

    2017-01-01

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

  5. Making project documentation a positive tool for management

    SciTech Connect

    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.

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

    SciTech Connect

    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.

  7. Management of Astronomical Software Projects with Open Source Tools

    NASA Astrophysics Data System (ADS)

    Briegel, F.; Bertram, T.; Berwein, J.; Kittmann, F.

    2010-12-01

    In this paper we will offer an innovative approach to managing the software development process with free open source tools, for building and automated testing, a system to automate the compile/test cycle on a variety of platforms to validate code changes, using virtualization to compile in parallel on various operating system platforms, version control and change management, enhanced wiki and issue tracking system for online documentation and reporting and groupware tools as they are: blog, discussion and calendar. Initially starting with the Linc-Nirvana instrument a new project and configuration management tool for developing astronomical software was looked for. After evaluation of various systems of this kind, we are satisfied with the selection we are using now. Following the lead of Linc-Nirvana most of the other software projects at the MPIA are using it now.

  8. Using the project management office to connect the dots between projects and strategy.

    PubMed

    Phan, Jacqueline

    2015-03-01

    Project management is recognized as an essential skill required for healthcare leadership and as a result, Project Management Offices (PMOs) in healthcare organizations have become commonplace. When PMOs are well suited and fit to their organization, they are being valued for their ability to support appropriate trade-offs between investments, capacity, and quality. This article provides an overview of healthcare PMOs and advocates for elevating the role of the healthcare PMO from a monitoring and reporting function to a leader and the engine for strategic change within an organization.

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

    PubMed

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

    2008-07-01

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

  10. Experiential learning in control systems laboratories and engineering project management

    NASA Astrophysics Data System (ADS)

    Reck, Rebecca Marie

    2015, a panel of 40 control systems faculty members, from a variety of institutions, completed a multi-round Delphi survey in order to bring them toward consensus on the common aspects of their laboratories. The following winter, 45 additional faculty members and practitioners from the control systems community completed a follow-up survey to gather feedback on the results of the Delphi survey. During the Delphi study, the panelists identified 15 laboratory objectives, 26 concepts, and 15 components that were common in their laboratories. Then in both the Delphi survey and follow-up survey each participant rated the importance of each of these items. While the average ratings differed slightly between the two groups, the order of each set of items was compared with two different tests and the order was found to be similar. Some of the common and important learning objectives include connecting theory to what is implemented and observed in the laboratory, designing controllers, and modeling and simulating systems. The most common component in both groups was Math-Works software. Some of the common concepts include block diagrams, stability, and PID control. Defining common aspects of undergraduate control systems laboratories enables common development, detailed comparisons, and simplified adaptation of equipment and experiments between campuses and programs. Throughout an undergraduate program in engineering, there are multiple opportunities for hands-on laboratory experiences that are related to course content. However, a similarly immersive experience for project management graduate students is harder to incorporate for all students in a course at once. This study explores an experiential learning opportunity for graduate students in engineering management or project management programs. The project management students enroll in a project management course. Undergraduate students interested in working on a project with a real customer enroll in a different projects

  11. Integrating a Project Management Approach to E-Business Application Course

    ERIC Educational Resources Information Center

    Chen, Kuan C.; Chuang, Keh-Wen

    2008-01-01

    Teaching students project managements requires a hands-on approach. Incorporating project management concepts and processes into a student team Web development project adds a dimension that exposes students to the realities of effective Web development. This paper will describe the project management approach used in a Web development course in…

  12. New challenges for Life Sciences flight project management

    NASA Technical Reports Server (NTRS)

    Huntoon, C. L.

    1999-01-01

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

  13. New challenges for Life Sciences flight project management.

    PubMed

    Huntoon, C L

    1999-01-01

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

  14. Using Sales Management Students to Manage Professional Selling Students in an Innovative Active Learning Project

    ERIC Educational Resources Information Center

    Young, Joyce A.; Hawes, Jon M.

    2013-01-01

    This paper describes an application of active learning within two different courses: professional selling and sales management. Students assumed the roles of sales representatives and sales managers for an actual fund-raiser--a golf outing--sponsored by a student chapter of the American Marketing Association. The sales project encompassed an…

  15. Analysis of a Knowledge-Management-Based Process of Transferring Project Management Skills

    ERIC Educational Resources Information Center

    Ioi, Toshihiro; Ono, Masakazu; Ishii, Kota; Kato, Kazuhiko

    2012-01-01

    Purpose: The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM). Design/methodology/approach: The literature contains studies on methods to extract experiential knowledge in PM, but few studies exist that focus on methods to convert…

  16. Project TEAMS (Techniques and Education for Achieving Management Skills): Independent Business Owner/Managers.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Managerial Skills) instructional materials consist of five units for use in training independent business owner/managers. The first unit contains materials which deal with management skills relating to personal characteristics of successful business people, knowledge of self and chosen…

  17. Independent Business Owner/Managers. Project TEAMS. (Techniques and Education for Achieving Management Skills).

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    Prepared as part of Platte Technical Community College's project to help managers and supervisors develop practical, up-to-date managerial skills in a relatively short time, this instructional workbook provides information and exercises applicable to on-the-job situations encountered by independent business owner/managers. Unit I provides…

  18. Double Shell Tanks (DST) and Waste Feed Delivery Project Management Quality Affecting Procedures Management Plan

    SciTech Connect

    LUND, D.P.

    2000-09-25

    The purpose of the Double Shell Tanks (DST) and Waste Feed Delivery (WFD) Management Assessment Plan is to define how management assessments within DST h WFD will be conducted. The plan as written currently includes only WFD Project assessment topics. Other DST and WFD group assessment topics will be added in future revisions.

  19. Derived crop management data for the LandCarbon Project

    USGS Publications Warehouse

    Schmidt, Gail; Liu, Shu-Guang; Oeding, Jennifer

    2011-01-01

    The LandCarbon project is assessing potential carbon pools and greenhouse gas fluxes under various scenarios and land management regimes to provide information to support the formulation of policies governing climate change mitigation, adaptation and land management strategies. The project is unique in that spatially explicit maps of annual land cover and land-use change are created at the 250-meter pixel resolution. The project uses vast amounts of data as input to the models, including satellite, climate, land cover, soil, and land management data. Management data have been obtained from the U.S. Department of Agriculture (USDA) National Agricultural Statistics Service (NASS) and USDA Economic Research Service (ERS) that provides information regarding crop type, crop harvesting, manure, fertilizer, tillage, and cover crop (U.S. Department of Agriculture, 2011a, b, c). The LandCarbon team queried the USDA databases to pull historic crop-related management data relative to the needs of the project. The data obtained was in table form with the County or State Federal Information Processing Standard (FIPS) and the year as the primary and secondary keys. Future projections were generated for the A1B, A2, B1, and B2 Intergovernmental Panel on Climate Change (IPCC) Special Report on Emissions Scenarios (SRES) scenarios using the historic data values along with coefficients generated by the project. The PBL Netherlands Environmental Assessment Agency (PBL) Integrated Model to Assess the Global Environment (IMAGE) modeling framework (Integrated Model to Assess the Global Environment, 2006) was used to develop coefficients for each IPCC SRES scenario, which were applied to the historic management data to produce future land management practice projections. The LandCarbon project developed algorithms for deriving gridded data, using these tabular management data products as input. The derived gridded crop type, crop harvesting, manure, fertilizer, tillage, and cover crop

  20. Systems Engineering and Project Management for Product Development: Optimizing Their Working Interfaces

    DTIC Science & Technology

    2013-09-01

    guide to the project management body of knowledge ( PMBOK (R) GUIDE). Newtown Square, PA: Project Management Institute, Inc. Ulrich, K., & Eppinger, S...activities to meet the project requirements. (Project Management Institute, Inc., 2013, p. 6) The PMBOK states that project management requires a set of...The PMBOK , however, does not address the product processes (i.e., processes required to ensure the project’s deliverable meets the customer’s needs

  1. Reality check in the project management of EU funding

    NASA Astrophysics Data System (ADS)

    Guo, Chenbo

    2015-04-01

    A talk addressing workload, focuses, impacts and outcomes of project management (hereinafter PM) Two FP7 projects serve as objects for investigation. In the Earth Science sector NACLIM is a large scale collaborative project with 18 partners from North and West Europe. NACLIM aims at investigating and quantifying the predictability of the North Atlantic/Arctic sea surface temperature, sea ice variability and change on seasonal to decadal time scales which have a crucial impact on weather and climate in Europe. PRIMO from Political Science is a global PhD program funded by Marie Curie ITN instrument with 11 partners from Europe, Eurasia and BRICS countries focusing on the rise of regional powers and its impact on international politics at large. Although the two projects are granted by different FP7 funding instruments, stem from different cultural backgrounds and have different goals, the inherent processes and the key focus of the PM are quite alike. Only the operational management is at some point distinguished from one another. From the administrative point of view, understanding of both EU requirements and the country-specific regulations is essential; it also helps us identifying the grey area in order to carry out the projects more efficiently. The talk will focus on our observation of the day-to-day PM flows - primarily the project implementation - with few particular cases: transparency issues, e.g. priority settings of non-research stakeholders including the conflict in the human resources field, End-User integration, gender issues rising up during a monitoring visit and ethical aspects in field research. Through a brief comparison of both projects we summarize a range of dos and don'ts, an "acting instead of reacting" line of action, and the conclusion to a systematic overall management instead of exclusively project controlling. In a nutshell , the talk aims at providing the audience a summary of the observation in management methodologies and toolkits

  2. Habitat Demonstration Unit Project Leadership and Management Strategies

    NASA Technical Reports Server (NTRS)

    Kennedy, Kriss J.

    2011-01-01

    This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and

  3. Preoperative pain management education: a quality improvement project.

    PubMed

    O'Donnell, Katherine F

    2015-06-01

    The management of pain is one of the greatest clinical challenges for nurses who care for patients during the postoperative period. It can be even more challenging for patients who must manage their own pain after discharge from the health care facility. Research shows that postoperative pain continues to be undermanaged despite decades of education and evidence-based guidelines. Ineffective management of postoperative pain can negatively impact multiple patient outcomes. The purpose of this quality improvement project was to evaluate the effectiveness of a preoperative pain management patient education intervention on improving patients' postoperative pain management outcomes. The project was conducted with patients undergoing same-day laparoscopic cholecystectomy in an outpatient general surgery service at a teaching institution. Patients in the intervention and comparison groups completed the American Pain Society Patient Outcome Questionnaire-Revised during their first postoperative clinic visit 2 weeks after surgery. Results showed that patients who received the preoperative education intervention reported less severe pain during the first 24 hours postoperatively, experienced fewer and less severe pain medication side effects, returned to normal activities sooner, and used more nonpharmacologic pain management methods postoperatively compared with those who did not receive the education.

  4. Management Innovations in Higher Education: A Descriptive Study of Information Technology Managers' Perceptions Regarding the Use and Value of Project Management in Institutions of Higher Education

    ERIC Educational Resources Information Center

    Durbin, Michael P.

    2013-01-01

    This study examined the perspectives of IT managers working in colleges and universities regarding their use of and value for project management. Descriptive and inferential analyses were used to understand individual innovativeness, innovation characteristics of project management, and the perceived use of and value for project management best…

  5. The Large Synoptic Survey Telescope project management control system

    NASA Astrophysics Data System (ADS)

    Kantor, Jeffrey P.

    2012-09-01

    The Large Synoptic Survey Telescope (LSST) program is jointly funded by the NSF, the DOE, and private institutions and donors. From an NSF funding standpoint, the LSST is a Major Research Equipment and Facilities (MREFC) project. The NSF funding process requires proposals and D&D reviews to include activity-based budgets and schedules; documented basis of estimates; risk-based contingency analysis; cost escalation and categorization. "Out-of-the box," the commercial tool Primavera P6 contains approximately 90% of the planning and estimating capability needed to satisfy R&D phase requirements, and it is customizable/configurable for remainder with relatively little effort. We describe the customization/configuration and use of Primavera for the LSST Project Management Control System (PMCS), assess our experience to date, and describe future directions. Examples in this paper are drawn from the LSST Data Management System (DMS), which is one of three main subsystems of the LSST and is funded by the NSF. By astronomy standards the LSST DMS is a large data management project, processing and archiving over 70 petabyes of image data, producing over 20 petabytes of catalogs annually, and generating 2 million transient alerts per night. Over the 6-year construction and commissioning phase, the DM project is estimated to require 600,000 hours of engineering effort. In total, the DMS cost is approximately 60% hardware/system software and 40% labor.

  6. 76 FR 54251 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-08-31

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... Management Plans (Criteria). For the purpose of this announcement, Water Management Plans (Plans)...

  7. 78 FR 21414 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-04-10

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... Water Management Plans (Criteria). For the purpose of this announcement, Water Management Plans...

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

    NASA Astrophysics Data System (ADS)

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

    2014-08-01

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

  9. Managing the Right Projects: Best Practices to Align Project and Corporate Strategies

    NASA Technical Reports Server (NTRS)

    Watkins, Bobby

    2012-01-01

    If there's a human endeavor that exemplifies teamwork, it is space exploration. And that teamwork absolutely cannot happen effectively if the boots on the ground the people doing the work - don't understand how their work aligns with the larger goal. This presentation will discuss some best management practices from NASA's Marshall Space Flight Center that have succeeded in helping employees become informed, engaged and committed to the space agency's important missions. Specific topics include: Alignment Criteria: Linking Projects To Corporate Strategy. Resource Management: Best Practices For Resource Management. Strategic Analysis: Supporting Decision Making In A Changing Environment. Communication Strategies: Best Practices To Communicate Change. Benefits Achieved And Lessons Learned.

  10. Performance Management and Optimization of Semiconductor Design Projects

    NASA Astrophysics Data System (ADS)

    Hinrichs, Neele; Olbrich, Markus; Barke, Erich

    2010-06-01

    The semiconductor industry is characterized by fast technological changes and small time-to-market windows. Improving productivity is the key factor to stand up to the competitors and thus successfully persist in the market. In this paper a Performance Management System for analyzing, optimizing and evaluating chip design projects is presented. A task graph representation is used to optimize the design process regarding time, cost and workload of resources. Key Performance Indicators are defined in the main areas cost, profit, resources, process and technical output to appraise the project.

  11. ADP Analysis project for the Human Resources Management Division

    NASA Technical Reports Server (NTRS)

    Tureman, Robert L., Jr.

    1993-01-01

    The ADP (Automated Data Processing) Analysis Project was conducted for the Human Resources Management Division (HRMD) of NASA's Langley Research Center. The three major areas of work in the project were computer support, automated inventory analysis, and an ADP study for the Division. The goal of the computer support work was to determine automation needs of Division personnel and help them solve computing problems. The goal of automated inventory analysis was to find a way to analyze installed software and usage on a Macintosh. Finally, the ADP functional systems study for the Division was designed to assess future HRMD needs concerning ADP organization and activities.

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

    ERIC Educational Resources Information Center

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

    2008-01-01

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

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

    SciTech Connect

    Metcalf, I.L.

    1997-05-16

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

  14. Management Guidelines for Database Developers' Teams in Software Development Projects

    NASA Astrophysics Data System (ADS)

    Rusu, Lazar; Lin, Yifeng; Hodosi, Georg

    Worldwide job market for database developers (DBDs) is continually increasing in last several years. In some companies, DBDs are organized as a special team (DBDs team) to support other projects and roles. As a new role, the DBDs team is facing a major problem that there are not any management guidelines for them. The team manager does not know which kinds of tasks should be assigned to this team and what practices should be used during DBDs work. Therefore in this paper we have developed a set of management guidelines, which includes 8 fundamental tasks and 17 practices from software development process, by using two methodologies Capability Maturity Model (CMM) and agile software development in particular Scrum in order to improve the DBDs team work. Moreover the management guidelines developed here has been complemented with practices from authors' experience in this area and has been evaluated in the case of a software company. The management guidelines for DBD teams presented in this paper could be very usefully for other companies too that are using a DBDs team and could contribute towards an increase of the efficiency of these teams in their work on software development projects.

  15. Habitat Demonstration Unit Project: Leadership and Management Strategies for a Rapid Prototyping Project

    NASA Technical Reports Server (NTRS)

    Kennedy, Kriss J.; Toup, Larry; Gill, Tracy; Tri, Terry; Howe, Scott; Smitherman, David

    2011-01-01

    This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies being used by the NASA HDU team for a rapid prototyping project. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team rapid prototyping approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project

  16. Managing the Challenges of Leadership in ERP Implementations: An Exploratory Study of the Leadership Challenges Encountered by Project Managers Involved in ERP Implementation Projects

    ERIC Educational Resources Information Center

    Wanjagi, James K.

    2013-01-01

    Increasingly, organizations are conducting more Enterprise Resource Planning (ERP) projects in order to promote organizational efficiencies. Meanwhile, minimal research has been conducted on the leadership challenges faced by project managers during the ERP project implementations and how these challenges are managed. The existing project…

  17. Planning and managing future space facility projects. [management by objectives and group dynamics

    NASA Technical Reports Server (NTRS)

    Sieber, J. E.; Wilhelm, J. A.; Tanner, T. A.; Helmreich, R. L.; Burgenbauch, S. F.

    1979-01-01

    To learn how ground-based personnel of a space project plan and organize their work and how such planning and organizing relate to work outcomes, longitudinal study of the management and execution of the Space Lab Mission Development Test 3 (SMD 3) was performed at NASA Ames Research Center. A view of the problems likely to arise in organizations and some methods of coping with these problems are presented as well as the conclusions and recommendations that pertain strictly to SMD 3 management. Emphasis is placed on the broader context of future space facility projects and additional problems that may be anticipated. A model of management that may be used to facilitate problem solving and communication - management by objectives (MBO) is presented. Some problems of communication and emotion management that MBO does not address directly are considered. Models for promoting mature, constructive and satisfying emotional relationships among group members are discussed.

  18. Institutionalizing pain management: the Post-Operative Pain Management Quality Improvement Project.

    PubMed

    Dahl, June L; Gordon, Deb; Ward, Sandra; Skemp, Marty; Wochos, Sarah; Schurr, Michael

    2003-09-01

    Clinical practice and quality improvement (QI) guidelines for acute postoperative pain management have been developed to address the well-documented problem of undertreatment of postoperative pain. The Post-Operative Pain Management Quality Improvement Project (the POP Project) was initiated to determine whether an intervention designed to support hospitals in the development of QI efforts would lead to improvements in structures, processes, and outcomes consistent with recommended guidelines. A nationwide sample of 233 hospitals joined the project. The intervention consisted of written resource materials accompanied by support services that included an e-mail list server, a resource Web page, and assistance from POP Project staff via telephone. Data regarding critical structures, processes (practice patterns), and patient outcomes were collected at baseline before the intervention began and at follow-up 12 to 18 months later. Results showed a statistically significant increase from baseline (45%) to follow-up (72%) in the presence of structural elements that are critical to improving pain management. There were statistically significant improvements in practices including documented use of pain rating scales, decreased use of intramuscular opioids, and increased use of nonpharmacologic strategies. Patient survey data showed no change in pain outcomes. Evaluation data showed that 70% of hospitals were very or extremely satisfied with their participation in the POP Project and 90% of them planned to continue efforts to improve pain management after the POP Project ended. Further research is needed to determine how to translate the excellent results obtained for structure and process into meaningful outcomes for patients.

  19. Leadership in Project Management: A Study of the Relationship between Leadership Styles and Industry Type on Project Success

    ERIC Educational Resources Information Center

    Barrantes-Guevara, Rita I.

    2013-01-01

    Every year organizations invest billions of dollars in Information Technology (IT) projects; however, IT project success rates continue to be low. Several critical success factors are mentioned in the research literature, the leadership skills of the project manager being one of the most frequently cited in the recent project management…

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

    NASA Technical Reports Server (NTRS)

    Leising, Charles J.

    2004-01-01

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

  1. Management of the Atmosphere Resource Recovery and Environmental Monitoring Project

    NASA Technical Reports Server (NTRS)

    Roman, Monsi; Perry, Jay; Howard, David

    2013-01-01

    The Advanced Exploration Systems Program's Atmosphere Resource Recovery and Environmental Monitoring (ARREM) project is working to further optimize atmosphere revitalization and environmental monitoring system architectures. This paper discusses project management strategies that tap into skill sets across multiple engineering disciplines, projects, field centers, and industry to achieve the project success. It is the project's objective to contribute to system advances that will enable sustained exploration missions beyond Lower Earth Orbit (LEO) and improve affordability by focusing on the primary goals of achieving high reliability, improving efficiency, and reducing dependence on ground-based logistics resupply. Technology demonstrations are achieved by infusing new technologies and concepts with existing developmental hardware and operating in a controlled environment simulating various crewed habitat scenarios. The ARREM project's strengths include access to a vast array of existing developmental hardware that perform all the vital atmosphere revitalization functions, exceptional test facilities to fully evaluate system performance, and a well-coordinated partnering effort among the NASA field centers and industry partners to provide the innovative expertise necessary to succeed.

  2. Management of Service Projects in Support of Space Flight Research

    NASA Technical Reports Server (NTRS)

    Love, J.

    2009-01-01

    Goal:To provide human health and performance countermeasures, knowledge, technologies, and tools to enable safe, reliable, and productive human space exploration . [HRP-47051] Specific Objectives: 1) Develop capabilities, necessary countermeasures, and technologies in support of human space exploration, focusing on mitigating the highest risks to human health and performance. 2) Define and improve human spaceflight medical, environmental, and human factors standards. 3) Develop technologies that serve to reduce medical and environmental risks, to reduce human systems resource requirements (mass, volume, power, data, etc.) and to ensure effective human-system integration across exploration systems. 4) Ensure maintenance of Agency core competencies necessary to enable risk reduction in the following areas: A. Space medicine B. Physiological and behavioral effects of long duration spaceflight on the human body C. Space environmental effects, including radiation, on human health and performance D. Space "human factors" [HRP-47051]. Service projects can form integral parts of research-based project-focused programs to provide specialized functions. Traditional/classic project management methodologies and agile approaches are not mutually exclusive paradigms. Agile strategies can be combined with traditional methods and applied in the management of service projects functioning in changing environments. Creative collaborations afford a mechanism for mitigation of constrained resource limitations.

  3. 76 FR 315 - Sisters Ranger District; Deschutes National Forest; Oregon; Popper Vegetation Management Project

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-01-04

    ... comments-pacificnorthwest-deschutes-sisters@fs.fed.us . Please put ``Popper Vegetation Management Project... effects will take place. The Popper Vegetation Management Project decision and the reasons for the... Forest Service Sisters Ranger District; Deschutes National Forest; Oregon; Popper Vegetation...

  4. Artificial intelligence - New tools for aerospace project managers

    NASA Technical Reports Server (NTRS)

    Moja, D. C.

    1985-01-01

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

  5. Data Management System Reuse for Visualization of JPL's SMAP Project

    NASA Astrophysics Data System (ADS)

    Alarcon, C.; Huang, T.; Roberts, J. T.; Rodriguez, J. D.; Quach, N. T.; De Cesare, C.; Hall, J. R.

    2015-12-01

    The Imagery Exchange (TIE) is a scalable and efficient imagery data management system that powers the WMS web server OnEarth. Designed and developed at the Jet Propulsion Laboratory (JPL), TIE's primary purpose was to power the NASA's Global Imagery Browse Services (GIBS), a system that provides full resolution imagery from a broad set of Earth science disciplines to the public. The SMAP project at JPL had just about all of its requirements met with GIBS but required very project-specific behavior and automation for the Cal-Val phase of the project. Thanks to the extendable design of TIE (already an extension of JPL's Horizon framework) and Amazon's GovCloud services, we were able to meet the needs of the project without any rewrite of the system while significantly expanding the capabilities of an already robust system through well modularized feature additions. In this presentation, we will talk about the efforts made to re-use the already developed data system TIE for SMAP with minimal turn around. Leveraging cloud resources and standard interfaces, we were able to satisfy new project requirements in a very short amount of time.

  6. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 4 2011-01-01 2011-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  7. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 4 2012-01-01 2012-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  8. Research-Informed Curriculum Design for a Master's-Level Program in Project Management

    ERIC Educational Resources Information Center

    Bentley, Yongmei; Richardson, Diane; Duan, Yanqing; Philpott, Elly; Ong, Vincent; Owen, David

    2013-01-01

    This article reports on the application of Research-Informed Curriculum Design (RICD) for the development and implementation of an MSc Program in Project Management. The research focused on contemporary issues in project management and provided an analysis of project management approaches, tools, and techniques currently used in organizations.…

  9. 75 FR 10806 - Training Program for Regulatory Project Managers; Information Available to Industry

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-09

    ... continuation of the Regulatory Project Management Site Tours and Regulatory Interaction Program (the Site Tours... performance in its regulatory project management staff. CDER seeks to significantly enhance review efficiency... about project management procedures (but not drug-specific information) with industry...

  10. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 4 2014-01-01 2014-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  11. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 4 2013-01-01 2013-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  12. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (a) Purpose. The... this regulation, shoreline management plans are not required for those projects where construction was... approval, one copy of each project Shoreline Management Plan will be forwarded to HQUSACE (CECW-ON) WASH...

  13. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (a) Purpose. The... this regulation, shoreline management plans are not required for those projects where construction was... approval, one copy of each project Shoreline Management Plan will be forwarded to HQUSACE (CECW-ON) WASH...

  14. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 4 2010-01-01 2010-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  15. 76 FR 13344 - Beaver Creek Landscape Management Project, Ashland Ranger District, Custer National Forest...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-11

    ... Forest Service Beaver Creek Landscape Management Project, Ashland Ranger District, Custer National Forest... Environmental Impact Statement for the Beaver Creek Landscape Management Project in the Federal Register (75 FR... Creek Landscape Management Project was published in the Federal Register on October 15, 2010 (75...

  16. Project Management, Critical Praxis, and Process-Oriented Approach to Teamwork

    ERIC Educational Resources Information Center

    Ding, Huiling; Ding, Xin

    2008-01-01

    To help alleviate issues of free-riding and conflicts in team projects, this study proposes the systematic incorporation of project management methods to introduce a process-oriented approach to and a critical praxis in team projects. We examined how the systematic use of project management methods influenced students' performance in team…

  17. Managing Risk and Uncertainty in Large-Scale University Research Projects

    ERIC Educational Resources Information Center

    Moore, Sharlissa; Shangraw, R. F., Jr.

    2011-01-01

    Both publicly and privately funded research projects managed by universities are growing in size and scope. Complex, large-scale projects (over $50 million) pose new management challenges and risks for universities. This paper explores the relationship between project success and a variety of factors in large-scale university projects. First, we…

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

    NASA Astrophysics Data System (ADS)

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

    2016-08-01

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

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

    SciTech Connect

    McWethy, L.M.

    1994-11-07

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

  20. Uranium Mill Tailings Remedial Action Project, Surface Project Management Plan. Revision 1

    SciTech Connect

    Not Available

    1994-12-01

    Title I of the Uranium Mill Tailings Radiation Control Act (UMTRCA) authorizes the US Department of Energy (DOE) to undertake remedial action at 24 designated inactive uranium processing sites and associated vicinity properties (VP) containing uranium mill tailings and related residual radioactive materials. The purpose of the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project is to minimize or eliminate radiation health hazards to the public and the environment at the 24 sites and related VPs. This document describes the management organization, system, and methods used to manage the design, construction, and other activities required to clean up the designated sites and associated VPs, in accordance with the UMTRCA.

  1. Handbook for Volcanic Risk Management: an outcome from MIAVITA project

    NASA Astrophysics Data System (ADS)

    Bignami, Christian; Bosi, Vittorio; Costantini, Licia; Cristiani, Chiara; Lavigne, Franck; Thierry, Pierre

    2013-04-01

    Volcanic eruptions are one of the most impressive, violent and dramatic agents of change on Earth, threatening hundreds of millions of people. The crises management implies a strong cooperation among the main stakeholders (e.g., civil protection authorities, scientific institutions, operational forces). Considering the great amount of different actions required during the whole volcanic cycle (e.g., preparedness, unrest phase, crisis management, resilience), the role and responsibilities of stakeholders should be clarified in advance. In particular, the role of scientists, fundamental in all the phases, should be well discussed with the other stakeholders and well defined, for every country. This will allow a better management and response, and contribute to avoid misunderstanding. The new "Handbook for Volcanic Risk Management" issued by the MIAVITA European project, funded by the European Commission (Mitigate and Assess risk from Volcanic Impact on Terrain and human Activities) gives a contribution to that. Indeed, this handbook aims at synthesizing the acquired knowledge on volcanic risk management, such as prevention, preparedness, mitigation, intervention, crisis management and resilience, in a practical and useful way. It promotes the creation of an ideal bridge between different actors involved in risk management, improving and facilitating interactions among authorities and scientists. This work is based on current scientific research and the shared experience of the different MIAVITA project partners as well as on international good practices previously recommended. The handbook is composed of six sections. The first one briefly explains the global volcanic context and the principles of corresponding risk management. Section 2 contains a description of volcanic phenomena, damage and understanding size and effects that can be expected. Sections 3, 4 and 5 meet preparation and prevention issues and describe actions to be undertaken during the response phase

  2. Legacy Management CERCLA Sites. Quality Assurance Project Plan

    SciTech Connect

    Riddle, Donna L.

    2007-05-03

    S.M. Stoller Corporation is the contractor for the Technical Assistance Contract (TAC) for the U.S. Department of Energy (DOE) Office of Legacy Management (LM) operations. Stoller employs a management system that applies to all programs, projects, and business management systems funded through DOE-LM task orders. The management system incorporates the philosophy, policies, and requirements of health and safety, environmental compliance, and quality assurance (QA) in all aspects of project planning and implementation. Health and safety requirements are documented in the Health and Safety Manual (STO 2), the Radiological Control Manual (STO 3), the Integrated Safety Management System Description (STO 10), and the Drilling Health and Safety Requirements (STO 14). Environmental compliance policy and requirements are documented in the Environmental Management Program Implementation Manual (STO 11). The QA Program is documented in the Quality Assurance Manual (STO 1). The QA Manual (STO 1) implements the specific requirements and philosophy of DOE Order 414.1C, Quality Assurance. This manual also includes the requirements of other standards that are regularly imposed by customers, regulators, or other DOE orders. Title 10 Code of Federal Regulations Part 830, “Quality Assurance Requirements,” ANSI/ASQC E4-2004, “Quality Systems for Environmental Data and Technology Programs – Requirements with Guidance for Use,” and ISO 14001-2004, “Environmental Management Systems,” have been included. These standards are similar in content. The intent of the QA Manual (STO 1) is to provide a QA management system that incorporates the requirements and philosophy of DOE and other customers within the QA Manual. Criterion 1, “Quality Assurance Program,” identifies the fundamental requirements for establishing and implementing the QA management system; QA Instruction (QAI) 1.1, “QA Program Implementation,” identifies the TAC organizations that have responsibility for

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

    SciTech Connect

    Borgeson, M.E.

    1994-11-09

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

  4. Knowledge Management as an Indication of Organizational Maturity in Project Management: An Enhancement of the OPM3(c) Model

    ERIC Educational Resources Information Center

    Smith, Dedrick A.

    2010-01-01

    This dissertation reviews the knowledge management's role in organizational maturity in project management. It draws a direct linked between organizational maturity knowledge channels both informal and then formal and organizational project management maturity. The study uses a mixed method approach through online and telephone surveys that draws…

  5. A Framework for Integrating Knowledge Management with Risk Management for Information Technology Projects (RiskManiT)

    ERIC Educational Resources Information Center

    Karadsheh, Louay A.

    2010-01-01

    This research focused on the challenges experienced when executing risk management activities for information technology projects. The lack of adequate knowledge management support of risk management activities has caused many project failures in the past. The research objective was to propose a conceptual framework of the Knowledge-Based Risk…

  6. Spent nuclear fuel project high-level information management plan

    SciTech Connect

    Main, G.C.

    1996-09-13

    This document presents the results of the Spent Nuclear Fuel Project (SNFP) Information Management Planning Project (IMPP), a short-term project that identified information management (IM) issues and opportunities within the SNFP and outlined a high-level plan to address them. This high-level plan for the SNMFP IM focuses on specific examples from within the SNFP. The plan`s recommendations can be characterized in several ways. Some recommendations address specific challenges that the SNFP faces. Others form the basis for making smooth transitions in several important IM areas. Still others identify areas where further study and planning are indicated. The team`s knowledge of developments in the IM industry and at the Hanford Site were crucial in deciding where to recommend that the SNFP act and where they should wait for Site plans to be made. Because of the fast pace of the SNFP and demands on SNFP staff, input and interaction were primarily between the IMPP team and members of the SNFP Information Management Steering Committee (IMSC). Key input to the IMPP came from a workshop where IMSC members and their delegates developed a set of draft IM principles. These principles, described in Section 2, became the foundation for the recommendations found in the transition plan outlined in Section 5. Availability of SNFP staff was limited, so project documents were used as a basis for much of the work. The team, realizing that the status of the project and the environment are continually changing, tried to keep abreast of major developments since those documents were generated. To the extent possible, the information contained in this document is current as of the end of fiscal year (FY) 1995. Programs and organizations on the Hanford Site as a whole are trying to maximize their return on IM investments. They are coordinating IM activities and trying to leverage existing capabilities. However, the SNFP cannot just rely on Sitewide activities to meet its IM requirements

  7. Group dynamics for the acquisition of competences in Project Management

    NASA Astrophysics Data System (ADS)

    Taguas, E. V.; Aguilar, M. C.; Castillo, C.; Polo, M. J.; Pérez, R.

    2012-04-01

    The Bologna Process promotes European citizens' employability from teaching fields in the University which implies the design of activities addressed to the development of skills for the labor market and engagement of employers. This work has been conceived for improving the formation of Engineering Project Management through group dynamics focused on: 1) the use of the creativity for solving problems; 2) promoting leadership capacities and social skills in multidisciplinary/multicultural work groups; 3) the ethical, social and environmental compromise; 4) the continuous learning. Different types of activities were designed: short activities of 15-30 minutes where fragments of books or songs are presented and discussed and long activities (2 h) where groups of students take different roles for solving common problems and situations within the Engineering Projects context. An electronic book with the content of the dynamics and the material for the students has been carried out. A sample of 20 students of Electronic Engineering degree which had participated at least in two dynamics, evaluated the utility for improving their formation in Engineering Project Management with a mark of 8.2 (scale 0-10, standard deviation equal to 0.9). On the other hand, the teachers observed how this type of work, promotes the interdisciplinary training and the acquisition of social skills, usually not-included in the objectives of the subjects.

  8. Integrating gender into natural resources management projects: USAID lessons learned.

    PubMed

    1998-01-01

    This article discusses USAID's lessons learned about integrating gender into natural resource management (NRM) projects in Peru, the Philippines, and Kenya. In Peru, USAID integrated women into a solid waste management project by lending money to invest in trash collection supplies. The loans allowed women to collect household waste, transfer it to a landfill, and provide additional sanitary disposal. The women were paid through direct fees from households and through service contracts with municipalities. In Mindanao, the Philippines, women were taught about the health impact of clean water and how to monitor water quality, including the monitoring of E. coli bacteria. Both men and women were taught soil conservation techniques for reducing the amount of silt running into the lake, which interferes with the generation of electricity and affects the health of everyone. The education helped women realize the importance of reducing silt and capitalized on their interest in protecting the health of their families. The women were thus willing to monitor the lake's water quality to determine if the conservation efforts were effective. In Kenya, USAID evaluated its Ecology, Community Organization, and Gender project in the Rift Valley, which helped resettle a landless community and helped with sustainable NRM. The evaluation revealed that women's relative bargaining power was less than men's. Organized capacity building that strengthened women's networks and improved their capacity to push issues onto the community agenda assured women a voice in setting the local NRM agenda.

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

    NASA Technical Reports Server (NTRS)

    Zeidler, Janet

    1999-01-01

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

  10. UMTRA Surface Project management action process document: Final. Revision 2

    SciTech Connect

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites.

  11. A Review of Enrollment Management: Issues and Strategies. Management/Marketing Special Project.

    ERIC Educational Resources Information Center

    O'Brien, Ed; And Others

    This report presents findings and recommendations from a project undertaken by the Maricopa County Community College District (MCCCD) to determine reasons for a decline in business course enrollments and develop strategies to increase enrollments in management and marketing programs throughout the district. Following background information on the…

  12. 77 FR 33240 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-06-05

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... Bureau of Reclamation developed and published the Criteria for Evaluating Water Management...

  13. 76 FR 12756 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-03-08

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... published the Criteria for Evaluating Water Management Plans (Criteria). For the purpose of...

  14. 75 FR 70020 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-11-16

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior ACTION: Notice of Availability. SUMMARY: The following Water Management Plans are... Bureau of Reclamation developed and published the Criteria for Evaluating Water Management...

  15. Information flow in the DAMA Project beyond database managers: Information flow managers

    SciTech Connect

    Russell, L.; Wolfson, O.; Yu, C.

    1996-03-01

    To meet the demands of commercial data traffic on the information highway, a new look at managing data is necessary. One projected activity, sharing of point-of-sale information, is being considered in the Demand Activated Manufacturing Project of the American Textile Partnership project. A scenario is examined in which 100,000 retail outlets communicate over a period of days. They provide the latest estimate of demand for sewn products across a chain of 26,000 suppliers through the use of bill-of-materials explosions at four levels of detail. A new paradign the information flow manager, is developed to handle this situation, including the case where members of the supply chain fail to communicate and go out of business. Techniques for approximation are introduced to keep estimates of demand as current as possible.

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

    NASA Technical Reports Server (NTRS)

    Hill, Terry

    2010-01-01

    The idea of control theory and its application to project management is not new, however literature on the topic and real-world applications is not as readily available and comprehensive in how all the principals of Guidance, Navigation and Control (GN&C) apply. This paper will address how the fundamental principals of modern GN&C Theory have been applied to NASA's Constellation Space Suit project and the results in the ability to manage the project within cost, schedule and budget. A s with physical systems, projects can be modeled and managed with the same guiding principles of GN&C as if it were a complex vehicle, system or software with time-varying processes, at times non-linear responses, multiple data inputs of varying accuracy and a range of operating points. With such systems the classic approach could be applied to small and well-defined projects; however with larger, multi-year projects involving multiple organizational structures, external influences and a multitude of diverse resources, then modern control theory is required to model and control the project. The fundamental principals of G N&C stated that a system is comprised of these basic core concepts: State, Behavior, Control system, Navigation system, Guidance and Planning Logic, Feedback systems. The state of a system is a definition of the aspects of the dynamics of the system that can change, such as position, velocity, acceleration, coordinate-based attitude, temperature, etc. The behavior of the system is more of what changes are possible rather than what can change, which is captured in the state of the system. The behavior of a system is captured in the system modeling and if properly done, will aid in accurate system performance prediction in the future. The Control system understands the state and behavior of the system and feedback systems to adjust the control inputs into the system. The Navigation system takes the multiple data inputs and based upon a priori knowledge of the input

  17. CARMENES: management of a schedule-driven project

    NASA Astrophysics Data System (ADS)

    García-Vargas, M. L.; Caballero, J.; Pérez-Calpena, A.; Amado, Pedro; Seifert, Walter; Azzaro, Marco; Mandel, Holger; Quirrenbach, Andreas; Ribas, Ignasi; Reiners, Ansgar; Guenther, Eike; Gesa, Lluís.; Galadí, David; Aceituno, Jesús

    2016-08-01

    CARMENES (Calar Alto high-Resolution search for M dwarfs with Exoearths with Near-infrared and optical Échelle Spectrographs) is an instrument consistent in two ultra-stable high resolution (R 82,000) spectrographs covering simultaneously the visible (0.5 - 1.0μm) and near-IR (1.0 - 1.7μm) ranges to provide high-accuracy radial-velocity measurements (˜1 m/s) thanks to the long-term stability. CARMENES was the initiative of a consortium of eleven German and Spanish institutions. CARMENES has been built for the 3.5m telescope at the Centro Astronómico Hipano- Alemán (CAHA), Calar Alto Observatory (Almería, Spain) and is currently in operation. CAHA is jointly operated by the Max-Planck-Society (MPG) and the Spanish National Research Council (CSIC). The project received the green light in October 2010 and in February 2013 passed a Final Design Review. Six months later, the MPG and CSIC, the observatory's owners, made an independent evaluation concluding that CARMENES had to be ready for operations at the end of 2015. Since then, fulfilling the calendar was the driver of all project decisions. Moreover, the observatory's survival was linked to the instrument's success: should the instrument fail, the observatory would be closed. On the contrary, the instrument's success would give unique capabilities to the Observatory for Big Science. Such a challenge became to be our private Olympic Games: we had to be on time. This decision definitively impacted on the project dynamics, there was no room for a delay. The deadline, December 31st, 2015, was controlled by a strict tracking of the critical path; calendar deviations were corrected with risky decisions while fast tracking or even crashing methods were applied. The management scenario was far from optimum: most key people in the project shared their time with other duties; the observatory funding cuts; the budget was tight and distributed among the 11 partner centers with their own different rules, etc. Despite

  18. The work breakdown structure in software project management

    NASA Technical Reports Server (NTRS)

    Tausworthe, R. C.

    1980-01-01

    A work breakdown structure (WBS) is defined as an enumeration of all work activities in hierarchic refinement of detail which organizes work to be done into short manageable tasks with quantifiable inputs, outputs, schedules, and assigned responsibilities. Some of the characteristics and benefits of the WBS are reviewed, and ways in which these can be developed and applied in software implementation projects are discussed. Although the material is oriented principally toward new-software production tasks, many of the concepts are applicable to continuing maintenance and operations tasks.

  19. Quality Assurance Program Plan (QAPP) Waste Management Project

    SciTech Connect

    HORHOTA, M.J.

    2000-12-21

    The Waste Management Project (WMP) is committed to excellence in our work and to delivering quality products and services to our customers, protecting our employees and the public and to being good stewards of the environment. We will continually strive to understand customer requirements, perform services, and activities that meet or exceed customer expectations, and be cost-effective in our performance. The WMP maintains an environment that fosters continuous improvement in our processes, performance, safety and quality. The achievement of quality will require the total commitment of all WMP employees to our ethic that Quality, Health and Safety, and Regulatory Compliance must come before profits. The successful implementation of this policy and ethic requires a formal, documented management quality system to ensure quality standards are established and achieved in all activities. The following principles are the foundation of our quality system. Senior management will take full ownership of the quality system and will create an environment that ensures quality objectives are met, standards are clearly established, and performance is measured and evaluated. Line management will be responsible for quality system implementation. Each organization will adhere to all quality system requirements that apply to their function. Every employee will be responsible for their work quality, to work safely and for complying with the policies, procedures and instructions applicable to their activities. Quality will be addressed and verified during all phases of our work scope from proposal development through closeout including contracts or projects. Continuous quality improvement will be an ongoing process. Our quality ethic and these quality principles constantly guide our actions. We will meet our own quality expectations and exceed those of our customers with vigilance, commitment, teamwork, and persistence.

  20. Reengineering and health physics within the project Hanford management contract

    SciTech Connect

    Atencio, E.M.

    1997-06-26

    The impending transition of the Hartford Site management and operations (M&O) contract to a management and integrating (M&I) contract format, together with weak radiological performance assessments by external organizations and reduced financial budgets prompted the `re-engineering` of the previous Hanford prime contractor Radiological Control (Rad Con) organization. This paper presents the methodology, identified areas of improvements, and results of the re-engineering process. The conversion from the M&O to the M&I contract concept resulted in multiple independent Rad Con organizations reporting to separate major contractors who are managed by an integrating contractor. This brought significant challenges when establishing minimum site standards for sitewide consistency, developing roles and responsibilities, and maintaining site Rad Con goals. Championed by the previous contractor`s Rad Con Director, Denny Newland, a five month planning effort was executed to address the challenges of the M&I and to address identified weaknesses. Fluor Daniel Hanford assumed the responsibility as integrator of the Project Hanford Management Contract on October 1, 1996. The Fluor Daniel Hanford Radiation Protection Director Jeff Foster presents the results of the re-engineering effort, including the significant cost savings, process improvements, field support improvements, and clarification of roles and responsibilities that have been achieved.

  1. Issues in NASA program and project management. Special Report: 1993 conference

    NASA Technical Reports Server (NTRS)

    Hoffman, ED (Editor); Kishiyama, Jenny S. (Editor)

    1993-01-01

    This volume is the seventh in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1993 Conference: perspectives in NASA program/project management; the best job in aerospace; improvements in project management at NASA; strategic planning...mapping the way to NASA's future; new NASA procurement initiatives; international cooperation; and industry, government and university partnership. A section on resources for NASA managers rounds out the publication.

  2. Project management plan for Project W-320, Tank 241-C-106 sluicing. Revision 2

    SciTech Connect

    Phillips, D.R.

    1994-07-01

    A major mission of the US Department of Energy (DOE) is the permanent disposal of Hanford Site defense wastes by utilizing safe, environmentally acceptable, and cost-effective disposal methods that meet applicable regulations. The Tank Waste Remediation System (TWRS) Program was established at the Hanford Site to manage and control activities specific to the remediation of safety watch list tanks, including high-heat-producing tanks, and for the ultimate characterization, retrieval, pretreatment, and disposal of the low- and high-level fractions of the tank waste. Project W-320, Tank 241-C-106 Sluicing, provides the methodology, equipment, utilities, and facilities necessary for retrieving the high-heat waste from single-shell tank (SST) 24-C-106. Project W-320 is a fiscal year (FY) 1993 expense-funded major project, and has a design life of 2 years. Retrieval of the waste in tank 241-C-106 will be accomplished through mobilization of the sludge into a pumpable slurry using past-practice sluicing. The waste is then transferred directly to a double-shell tank for interim storage, subsequent pretreatment, and eventual disposal. A detailed description of the management organization and responsibilities of all participants is presented in this document.

  3. Quality Assurance Program Plan (QAPP) Waste Management Project

    SciTech Connect

    VOLKMAN, D.D.

    1999-10-27

    This document is the Quality Assurance Program Plan (QAPP) for Waste Management Federal Services of Hanford, Inc. (WMH), that implements the requirements of the Project Hanford Management Contract (PHMC), HNF-MP-599, Project Hanford Quality Assurance Program Description (QAPD) document, and the Hanford Federal Facility Agreement with Consent Order (Tri-Party Agreement), Sections 6.5 and 7.8. WHM is responsible for the treatment, storage, and disposal of liquid and solid wastes generated at the Hanford Site as well as those wastes received from other US Department of Energy (DOE) and non-DOE sites. WMH operations include the Low-Level Burial Grounds, Central Waste Complex (a mixed-waste storage complex), a nonradioactive dangerous waste storage facility, the Transuranic Storage Facility, T Plant, Waste Receiving and Processing Facility, 200 Area Liquid Effluent Facility, 200 Area Treated Effluent Disposal Facility, the Liquid Effluent Retention Facility, the 242-A Evaporator, 300 Area Treatment Effluent Disposal Facility, the 340 Facility (a radioactive liquid waste handling facility), 222-S Laboratory, the Waste Sampling and Characterization Facility, and the Hanford TRU Waste Program.

  4. Draft West Valley Demonstration Project Waste Management Environmental Impact Statement

    SciTech Connect

    N /A

    2003-05-16

    As part of its ongoing West Valley Demonstration Project (WVDP), and in accordance with the West Valley Demonstration Project Act and previous U.S. Department of Energy (DOE or the Department) decisions, DOE proposes to: (1) Continue onsite management of high-level radioactive waste (HLW) until it can be shipped for disposal to a geologic repository (assumed for the purposes of analysis to be the proposed Yucca Mountain Repository near Las Vegas, Nevada), (2) Ship low-level radioactive waste (LLW) and mixed (radioactive and hazardous) LLW offsite for disposal at DOE or other disposal sites, (3) Ship transuranic (TRU) radioactive waste to the Waste Isolation Pilot Plant (WIPP), and (4) Actively manage the waste storage tanks. The waste volumes that are the subject of evaluation in this EIS include only those wastes that are either currently in storage or that would be generated over the next 10 years from ongoing operations and decontamination activities. This EIS analyzes activities that would occur during a 10-year period.

  5. Integrated System Health Management (ISHM) Technology Demonstration Project Final Report

    NASA Technical Reports Server (NTRS)

    Mackey, Ryan; Iverson, David; Pisanich, Greg; Toberman, Mike; Hicks, Ken

    2006-01-01

    Integrated System Health Management (ISHM) is an essential capability that will be required to enable upcoming explorations mission systems such as the Crew Exploration Vehicle (CEV) and Crew Launch Vehicle (CLV), as well as NASA aeronautics missions. However, the lack of flight experience and available test platforms have held back the infusion by NASA Ames Research Center (ARC) and the Jet Propulsion Laboratory (JPL) of ISHM technologies into future space and aeronautical missions. To address this problem, a pioneer project was conceived to use a high-performance aircraft as a low-cost proxy to develop, mature, and verify the effectiveness of candidate ISHM technologies. Given the similarities between spacecraft and aircraft, an F/A-18 currently stationed at Dryden Flight Research Center (DFRC) was chosen as a suitable host platform for the test bed. This report describes how the test bed was conceived, how the technologies were integrated on to the aircraft, and how these technologies were matured during the project. It also describes the lessons learned during the project and a forward path for continued work.

  6. Environmental management compliance reengineering project, FY 1997 report

    SciTech Connect

    VanVliet, J.A.; Davis, J.N.

    1997-09-01

    Through an integrated reengineering effort, the Idaho National Engineering and Environmental Laboratory (INEEL) is successfully implementing process improvements that will permit safe and compliant operations to continue during the next 5 years, even though $80 million was removed from the Environmental Management (EM) program budget. A 2-year analysis, design, and implementation project will reengineer compliance-related activities and reduce operating costs by approximately $17 million per year from Fiscal Year (FY) 1998 through 2002, while continuing to meet the INEEL`s environment, safety, and health requirements and milestone commitments. Compliance reengineer`s focus is improving processes, not avoiding full compliance with environmental, safety, and health laws. In FY 1997, compliance reengineering used a three-phase approach to analyze, design, and implement the changes that would decrease operating costs. Implementation for seven specific improvement projects was completed in FY 1997, while five projects will complete implementation in FY 1998. During FY 1998, the three-phase process will be repeated to continue reengineering the INEEL.

  7. Methods for cost estimation in software project management

    NASA Astrophysics Data System (ADS)

    Briciu, C. V.; Filip, I.; Indries, I. I.

    2016-02-01

    The speed in which the processes used in software development field have changed makes it very difficult the task of forecasting the overall costs for a software project. By many researchers, this task has been considered unachievable, but there is a group of scientist for which this task can be solved using the already known mathematical methods (e.g. multiple linear regressions) and the new techniques as genetic programming and neural networks. The paper presents a solution for building a model for the cost estimation models in the software project management using genetic algorithms starting from the PROMISE datasets related COCOMO 81 model. In the first part of the paper, a summary of the major achievements in the research area of finding a model for estimating the overall project costs is presented together with the description of the existing software development process models. In the last part, a basic proposal of a mathematical model of a genetic programming is proposed including here the description of the chosen fitness function and chromosome representation. The perspective of model described it linked with the current reality of the software development considering as basis the software product life cycle and the current challenges and innovations in the software development area. Based on the author's experiences and the analysis of the existing models and product lifecycle it was concluded that estimation models should be adapted with the new technologies and emerging systems and they depend largely by the chosen software development method.

  8. Waste management project fiscal year 1998 multi-year work plan WBS 1.2

    SciTech Connect

    Slaybaugh, R.R.

    1997-08-29

    The MYWP technical baseline describes the work to be accomplished by the Project and the technical standards which govern that work. The Waste Management Project manages and integrates (non-TWRS) waste management activities at the site. Activities include management of Hanford wastes as well as waste transferred to Hanford from other DOE, Department of Defense, or other facilities. This work includes handling, treatment, storage, and disposition of radioactive, nonradioactive, hazardous, and mixed solid and liquid wastes. Major Waste Management Projects are the Solid Waste Project (SW), Liquid Effluents Project (LEP), and Analytical Services. Existing facilities (e.g., grout vaults and canyons) shall be evaluated for reuse for these purposes to the maximum extent possible. The paper tabulates the major facilities that interface with this Project, identifying the major facilities that generate waste, materials, or infrastructure for this Project and the major facilities that will receive waste and materials from this Project.

  9. Replacement of the Project Manager Reflected Through Activity Theory and Work-System Theory

    NASA Astrophysics Data System (ADS)

    Vartiainen, Tero; Aramo-Immonen, Heli; Jussila, Jari; Pirhonen, Maritta; Liikamaa, Kirsi

    Replacement of the project manager (RPM) is a known phenomenon in information systems (IS) projects, but scant attention is given to it in the project management or IS literature. Given its critical effects on the project business, the organization, the project team, and the project manager, it should be studied in more depth. We identified factors which make RPM occurrences inherently different and we show that work-system theory and activity theory give comprehensive lenses to advance research on RPM. For the future research on RPM we identified three objectives: experiences on RPM, process model for RPM, and organizational culture's influence on RPM occurrences.

  10. Defense Management: DOD Should Enhance Oversight of Equipment-Related Corrosion Projects

    DTIC Science & Technology

    2013-09-01

    DEFENSE MANAGEMENT DOD Should Enhance Oversight of Equipment-Related Corrosion Projects Report to Congressional...00-00-2013 4. TITLE AND SUBTITLE Defense Management: DOD Should Enhance Oversight of Equipment-Related Corrosion Projects 5a. CONTRACT NUMBER 5b...Equipment- Related Corrosion Projects Why GAO Did This Study According to DOD, corrosion can significantly affect the cost of equipment maintenance and

  11. Moving a 1.5 Million-Volume Library: A Study of Communication in Project Management.

    ERIC Educational Resources Information Center

    Bayne, Pauline S.

    Based on the relocation of the University of Tennessee Knoxville (UTK) Library, this paper explores the importance of communication in project management. Definitions of project management are followed by an overview of the UTK move and discussions of the role of the project director, possible causes of mismatches between responsibilities and…

  12. Implementation of a Project Management Office (PMO)--experiences from year 1.

    PubMed

    Isola, Miriam; Polikaitis, Audrius; Laureto, Rose Ann

    2006-01-01

    Recognized as an early leader in clinical information systems, the University of Illinois Medical Center was challenged to meet the ever-increasing demand for information systems. Interviews with key stakeholders revealed unfavorable attitudes toward the Information Services department. Reasons given were that projects often are not aligned with business strategy, projects are delayed, IS itself is a barrier to progress, and a lack of proactive planning precipitates crises. Under the leadership of a new CIO, IS began developing a Project Management Office, or PMO, to better meet medical center business objectives and to more effectively manage technology projects. Successes during the first year included comprehensive IT strategic planning. Collaborative relationships were established with departmental leaders for planning, prioritizing, budgeting, and executing projects. A formal Web-based process for requesting IS projects was implemented, project management training was provided, and elements of standard project management methodology were implemented. While a framework for effective project management was created, significant effort is still required to firmly root these new processes within the organizational culture. Project management office goals for the second year include implementing a project portfolio management tool, refining the benefits methodology, and continuing the advancement of the project management methodology.

  13. Waste Management Project fiscal year 1998 multi-year work plan, WBS 1.2

    SciTech Connect

    Jacobsen, P.H.

    1997-09-23

    The Waste Management Project manages and integrates (non-TWRS) waste management activities at the site. Activities include management of Hanford wastes as well as waste transferred to Hanford from other DOE, Department of Defense, or other facilities. This work includes handling, treatment, storage, and disposal of radioactive, nonradioactive, hazardous, and mixed solid and liquid wastes. Major Waste Management Projects are the Solid Waste Project, Liquid Effluents Project, and Analytical Services. Existing facilities (e.g., grout vaults and canyons) shall be evaluated for reuse for these purposes to the maximum extent possible.

  14. Design and management of development projects to avoid health hazards.

    PubMed

    Ackers, G L; Smith, D H

    1988-06-01

    By drawing from the examples of two dissimilar irrigation development projects it is concluded that for the success of a healthy land development project: (i) by deliberate design a suitable management organization must be set up which has the willing support of all the interested parties, which is given substance by statute and loan agreement, and which has the active support of government; (ii) the staffing should be headed by an enthusiastic person of high rank to provide historical continuity with an adequate secretariat to give effective technical and administrative support; (iii) a deterioration in health may actually threaten the continued existence of a development programme, and health services should be considered part of the development process and integrated with it at all stages from initial planning to several years after commissioning; (iv) health programmes should be responsive to the changing health needs of the settled populations which should be monitored to allow appropriate intervention and which must involve community participation; (v) although the operation of nationally accepted levels of health care facilities should be the responsibility of the national health authority, interventions attributable to the development should be part of the development cost; (vi) interventions should be based on pre-project epidemiology surveys and forecasts of its changes taking account of the disease experience of the settlement populations; (vii) to limit intervention to disease specific problems begs the basic issues. It should be possible to provide better cost-effective health facilities for populations of development projects than for their rural counterparts because they are better defined and more settled; (viii) such interventions by way of changes in fundamental design criteria for the primary engineering works are unlikely to be cost effective; (ix) adequate health facilities must be in place and capable of operation before settlement commences.

  15. 7 CFR 1948.78 - Growth management and housing planning projects.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 13 2014-01-01 2013-01-01 true Growth management and housing planning projects. 1948... Impacted Area Development Assistance Program § 1948.78 Growth management and housing planning projects. (a) Existing plans for growth management and housing may be used to meet the planning requirements of...

  16. 7 CFR 1948.78 - Growth management and housing planning projects.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 13 2012-01-01 2012-01-01 false Growth management and housing planning projects. 1948... Impacted Area Development Assistance Program § 1948.78 Growth management and housing planning projects. (a) Existing plans for growth management and housing may be used to meet the planning requirements of...

  17. 7 CFR 1948.78 - Growth management and housing planning projects.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 13 2013-01-01 2013-01-01 false Growth management and housing planning projects. 1948... Impacted Area Development Assistance Program § 1948.78 Growth management and housing planning projects. (a) Existing plans for growth management and housing may be used to meet the planning requirements of...

  18. VHBuild.com: A Web-Based System for Managing Knowledge in Projects.

    ERIC Educational Resources Information Center

    Li, Heng; Tang, Sandy; Man, K. F.; Love, Peter E. D.

    2002-01-01

    Describes an intelligent Web-based construction project management system called VHBuild.com which integrates project management, knowledge management, and artificial intelligence technologies. Highlights include an information flow model; time-cost optimization based on genetic algorithms; rule-based drawing interpretation; and a case-based…

  19. Boeing--A Case Study Example of Enterprise Project Management from a Learning Organization Perspective.

    ERIC Educational Resources Information Center

    Szymczak, Conrad C.; Walker, Derek H. T.

    2003-01-01

    The evolution of the Boeing Company illustrates how to achieve an enterprise project management culture through organizational learning. Project management can be a survival technique for adapting to change as well as a proactive mechanism. An organizational culture that supports commitment and enthusiasm and a knowledge management infrastructure…

  20. Issues in NASA program and project management. Special report: 1995 conference

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

    1995-01-01

    This volume is the tenth in an ongoing series on aerospace project management at NASA. Articles in this volume cover the 1996 Conference as follows: international partnerships; industry/interagency collaboration; technology transfer; and project management development process. A section on resources for NASA managers rounds out the publication.

  1. 7 CFR 1948.78 - Growth management and housing planning projects.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 13 2010-01-01 2009-01-01 true Growth management and housing planning projects. 1948... Impacted Area Development Assistance Program § 1948.78 Growth management and housing planning projects. (a) Existing plans for growth management and housing may be used to meet the planning requirements of...

  2. 7 CFR 1948.78 - Growth management and housing planning projects.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 13 2011-01-01 2009-01-01 true Growth management and housing planning projects. 1948... Impacted Area Development Assistance Program § 1948.78 Growth management and housing planning projects. (a) Existing plans for growth management and housing may be used to meet the planning requirements of...

  3. A systems approach to the management of large projects: Review of NASA experience with societal implications

    NASA Technical Reports Server (NTRS)

    Vaccaro, M. J.

    1973-01-01

    The application of the NASA type management approach to achieve objectives in other fields is considered. The NASA management outlook and the influences of the NASA environment are discussed along with project organization and management, and applications to socio-economic projects.

  4. Project Management Plan for the Hawaii Geothermal Project Environmental Impact Statement

    SciTech Connect

    Reed, R.M.; Saulsbury, J.W.

    1993-06-01

    In 1990, Congress appropriated $5 million (Pu 101-514) for the State of Hawaii to use in Phase 3 of the Hawaii Geothermal Project (HGP). As defined by the State in its 1990 proposal to Congress, the HGP would consist of four phases: (1) exploration and testing of the geothermal resource associated with the Kilauea Volcano on the Island of Hawaii (the Big Island), (2) demonstration of deep-water power transmission cable technology in the Alenuihaha Channel between the Big Island and Maui, (3) verification and characterization of the geothermal resource on the Big Island, and (4) construction and operation of commercial geothermal power production facilities on the Big Island, with overland and submarine transmission of electricity from the Big Island to Oahu and possibly other islands (DBED 1990). Because it considered Phase 3 to be research and not project development or construction, Congress indicated that allocation of this funding would not be considered a major federal action under NEPA and would not require an EIS. However, because the project is highly visible, somewhat controversial, and involves a particularly sensitive environment in Hawaii, Congress directed in 1991 (House Resolution 1281) that ''...the Secretary of Energy shall use such sums as are necessary from amounts previously provided to the State of Hawaii for geothermal resource verification and characterization to conduct the necessary environmental assessments and/or environmental impact statement (EIS) for the geothermal initiative to proceed''. In addition, the U.S. District Court of Hawaii (Civil No. 90-00407, June 25, 1991) ruled that the federal government must prepare an EIS for Phases 3 and 4 before any further disbursement of funds was made to the State for the HGP. This Project Management Plan (PMP) briefly summarizes the background information on the HGP and describes the project management structure, work breakdown structure, baseline budget and schedule, and reporting procedures

  5. SP-100, a project manager`s view. Technical information report

    SciTech Connect

    Truscello, V.C.

    1983-12-01

    Born to meet the special needs of America`s space effort, the SP-100 Program testifies to the cooperation among government agencies. The Department of Energy (DOE), the National Aeronautics and Space Administration (NASA), and the Defense Advanced Research Projects Agency (DARPA) are working together to produce a 100-kW power system for use in outer space. At this point in the effort, it is appropriate to review: The approach to meet program goals; the status of activities of the Project Office, managed by the Jet Propulsion Laboratory (JPL); and, because this is a meeting on materials, answers beings developed by the Project Office to vital questions on refractory alloy technology.

  6. Industrial Program of Waste Management - Cigeo Project - 13033

    SciTech Connect

    Butez, Marc; Bartagnon, Olivier; Gagner, Laurent; Advocat, Thierry; Sacristan, Pablo; Beguin, Stephane

    2013-07-01

    The French Planning Act of 28 June 2006 prescribed that a reversible repository in a deep geological formation be chosen as the reference solution for the long-term management of high-level and intermediate-level long-lived radioactive waste. It also entrusted the responsibility of further studies and design of the repository (named Cigeo) upon the French Radioactive Waste Management Agency (Andra), in order for the review of the creation-license application to start in 2015 and, subject to its approval, the commissioning of the repository to take place in 2025. Andra is responsible for siting, designing, implementing, operating the future geological repository, including operational and long term safety and waste acceptance. Nuclear operators (Electricite de France (EDF), AREVA NC, and the French Commission in charge of Atomic Energy and Alternative Energies (CEA) are technically and financially responsible for the waste they generate, with no limit in time. They provide Andra, on one hand, with waste packages related input data, and on the other hand with their long term industrial experiences of high and intermediate-level long-lived radwaste management and nuclear operation. Andra, EDF, AREVA and CEA established a cooperation agreement for strengthening their collaborations in these fields. Within this agreement Andra and the nuclear operators have defined an industrial program for waste management. This program includes the waste inventory to be taken into account for the design of the Cigeo project and the structural hypothesis underlying its phased development. It schedules the delivery of the different categories of waste and defines associated flows. (authors)

  7. Beyond the management and dissemination of projects' results: stakeholders involvement and project co-design

    NASA Astrophysics Data System (ADS)

    L'Astorina, Alba; Tomasoni, Irene; Basoni, Anna; Carrara, Paola

    2015-04-01

    Nowadays scientists are asked to undertake innovative and participative approaches in communicating the results of researches carried out within the various funding programs. In particular, Workpackages of Dissemination and Exploitation of results are considered mandatory at the European level helping the Project Management find innovative knowledge transfer strategies and enhance the project outcomes and impact. In this context, the involvement of stakeholders or users in research projects won a well-defined role and recent trends, in some cases, push to co-design research projects involving a pool of stakeholders or users in them from its first steps. Horizon 2020, the new EU Framework Programme for Innovation and Community financing system (2014-2020), moves clearly in this direction. CNR has an extensive experience in this kind of activity, both at the national and the international level and, in some cases, involve users and analyse their expectations using qualitative and quantitative surveys thus recognizing the role of users as research co-actors. Often products and services derived from research lack of attractiveness among enterprises, the Public Administrations and citizens, are due to the lack of an appropriate knowledge and consideration of the needs and requirements of such users. This paper intends to illustrate a case study where the analysis of the needs and requirements of the users were included in a specific Workpackage collaborating so both with the Project management and the Workpackage of Dissemination. The analysis were conducted within an ongoing project at CNR, i.e. Space4Agri (S4A): Development of Innovative Methodologies Aerospace Earth Observation in Support of the Sector agriculture in Lombardy. The main purpose of S4A is to contribute to the development of tools to improve the ability of the regional system in the planning and management of the agricultural sector Lombard, combining three domains that is scientific and technical areas

  8. The effectiveness of risk management: an analysis of project risk planning across industries and countries.

    PubMed

    Zwikael, Ofer; Ahn, Mark

    2011-01-01

    This article examines the effectiveness of current risk management practices to reduce project risk using a multinational, multi-industry study across different scenarios and cultures. A survey was administered to 701 project managers, and their supervisors, in seven industries and three diverse countries (New Zealand, Israel, and Japan), in multiple languages during the 2002-2007 period. Results of this study show that project context--industry and country where a project is executed--significantly impacts perceived levels of project risk, and the intensity of risk management processes. Our findings also suggest that risk management moderates the relationship between risk level and project success. Specifically, we found that even moderate levels of risk management planning are sufficient to reduce the negative effect risk levels have on project success.

  9. [What Do (General/Abdominal) Surgeons Need to Know About Project Management?

    PubMed

    Peters, I; Meyer, F

    2016-06-22

    Clinical departments are constantly faced with complex and novel tasks, which have to be managed with suitable approaches. This article describes selected aspects of project management in this context. In particular, it concentrates on the advantages and limitations of project management methods that have been established in industrial companies when used in a clinical setting. Also it compares the daily reality in clinical departments and industrial companies and highlights possible associations between surgery and project management. Besides aspects such as project planning, role definitions within projects and their specific casting in clinics, the article also demonstrates key success factors for an effective implementation of projects and a general introduction to project management in clinics. The article combines theoretical approaches with practical experience and thought-provoking impulses.

  10. Managing Technological Change for Schools of the New Millennium. Instructor Edition. Problem Based Learning Project.

    ERIC Educational Resources Information Center

    Hallinger, Philip; Slowinski, Joseph; Rodriguez, Brenda

    This instructor's edition provides an overview of Problem-Based Learning (PBL). PBL organizes students into teams that work on projects to achieve the learning objectives embedded in each PBL project. The focus of this PBL project is managing technological change. The project is structured around a high-impact problem--one that has the potential…

  11. Examining the Dynamics of Managing Information Systems Development Projects: A Control Loss Perspective

    ERIC Educational Resources Information Center

    Narayanaswamy, Ravi

    2009-01-01

    The failure rate of information systems development (ISD) projects continues to pose a big challenge for organizations. The success rate of ISD projects is less then forty percent. Factors such as disagreements and miscommunications among project manager and team members, poor monitoring and intermediary problems contribute to project failure.…

  12. Cast Study: National Naval Medical Center, A Graduate Management Project

    DTIC Science & Technology

    2002-06-10

    Medical Center Base Map NNMC and Key 54 CD Z Cl> < c.2 1 m OvOV SU3M u 0 0 ~~J~0 0 -~ U~~ ~ X<<w zC CA 5 .UC w 0 ZK 9 0 CY 9 L V)W go w r 0 ,- 05 U w w Og0...FUNDING NUMBERS CASE STUDY: NATIONAL NAVAL MEDICAL CENTER A GRADUATE MANAGEMENT PROJECT 6. AUTHOR(S) LIEUTENANT (JG) MELODY S. PEALE MEDICAL SERVICE CORPS...USNR 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. pPDV^-- -’" !nDf-AxTT7ATION NATIONAL NAVAL MEDICAL CENTER BETHESDA 8901 WISCONSIN AVE

  13. Report from the dosimetry working group to CEDR project management

    SciTech Connect

    Fix, J J

    1994-08-01

    On August 2, 1989, Admiral Watkins, Secretary of the US Department of Energy (DOE), presented a four-point program designed to enhance the DOE epidemiology program. One part of this program was the establishment of a Comprehensive Epidemiologic Data Resource (CEDR) to facilitate independent research to validate and supplement DOE research on human health effects. A Dosimetry Working Group was formed during May 1991 to evaluate radiation dose variables and associated documentation that would be most useful to researchers for retrospective and prospective studies. The Working Group consisted of thirteen individuals with expertise and experience in health physics, epidemiology, dosimetry, computing, and industrial hygiene. A final report was delivered to CEDR Project Management during February 1992. The report contains a number of major recommendations concerning collection, interpretation, and documentation of dosimetry data to maximize their usefulness to researchers using CEDR for examining possible health effects of occupational exposure to ionizing radiation.

  14. 1995 annual epidemiologic surveillance report for Fernald Environmental Management Project

    SciTech Connect

    1995-12-31

    The US Department of Energy's (DOE) commitment to assuring the health and safety of its workers includes the conduct of epidemiologic surveillance activities that provide an early warning system for health problems among workers. During the past several years, a number of DOE sites have participated in the Epidemiologic Surveillance Program. This program monitors illnesses and health conditions that result in an absence of five or more consecutive workdays, occupational injuries and illnesses, and disabilities and deaths among current workers. This report provides a summary of epidemiologic surveillance data collected from the Fernald Environmental Management Project (FEMP) from January 1, 1995 through December 31, 1995. The data were collected by a coordinator at FEMP and submitted to the Epidemiologic Surveillance Data Center, located at Oak Ridge Institute for Science and Education, where quality control procedures and data analyses were carried out.

  15. Management of a large distributed control system development project

    SciTech Connect

    Gurd, D. P.

    2002-01-01

    Building an accelerator at six geographically dispersed sites is quite mad, but politically expedient. The Spallation Neutron Source (SNS), currently under construction in Oak Ridge, Tennessee, combines a pulsed 1 Gev H{sup -} superconducting linac with a compressor ring to deliver 2 MW of beam power to a liquid mercury target for neutron production [1]. Accelerator components, target and experimental (neutron-scattering) instruments are being developed collaboratively by Lawrence Berkeley (Ion Source and Front End), Los Alamos (Linac), Thomas Jefferson (Cryosystems), Brookhaven (Compressor Ring), Oak Ridge (Target and Conventional Facilities) and Argonne (Neutron Scattering Instruments) National Laboratories. Similarly, a team distributed among all of the participating laboratories is developing the EPICS-based control system. this paper discusses the management model and strategies being used to address the unusual issues of organization, communication, standardization, integration and hand-off inherent in this widely-distributed project.

  16. Guide to Documenting and Managing Cost and Performance Information for Remediation Projects - Revised Version

    EPA Pesticide Factsheets

    This Guide to Documenting and Managing Cost and Performance Information for Remediation Projects provides the recommended procedures for documenting the results of completed and on-going full-scale and demonstration-scale remediation projects.

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

    DTIC Science & Technology

    2016-04-30

    emphasizes the limits of project management , the application of finite resources—both time (schedule) and budget (cost). The unique property underlines...focus because if we measure it, it will get done. References Atkinson, R. (1999). Project management : Cost, time and quality, two best guesses and a...phenomenon, its time to accept other success criteria. International Journal of Project Management , 17(6), 337–342. http://doi.org/10.1016/s0263-7863

  18. [Potentials of cooperative quality management initiatives: BQS Institute projects, January 2010 - July 2013].

    PubMed

    Veit, Christof; Bungard, Sven; Hertle, Dagmar; Grothaus, Franz-Josef; Kötting, Joachim; Arnold, Nicolai

    2013-01-01

    Alongside the projects of internal quality management and mandatory quality assurance there is a variety of quality driven projects across institutions initiated and run by various partners to continuously improve the quality of care. The multiplicity and characteristics of these projects are discussed on the basis of projects run by the BQS Institute between 2010 and 2013. In addition, useful interactions and linking with mandatory quality benchmarking and with internal quality management are discussed. (As supplied by publisher).

  19. Management of water extracted from carbon sequestration projects

    SciTech Connect

    Harto, C. B.; Veil, J. A.

    2011-03-11

    Throughout the past decade, frequent discussions and debates have centered on the geological sequestration of carbon dioxide (CO{sub 2}). For sequestration to have a reasonably positive impact on atmospheric carbon levels, the anticipated volume of CO{sub 2} that would need to be injected is very large (many millions of tons per year). Many stakeholders have expressed concern about elevated formation pressure following the extended injection of CO{sub 2}. The injected CO{sub 2} plume could potentially extend for many kilometers from the injection well. If not properly managed and monitored, the increased formation pressure could stimulate new fractures or enlarge existing natural cracks or faults, so the CO{sub 2} or the brine pushed ahead of the plume could migrate vertically. One possible tool for management of formation pressure would be to extract water already residing in the formation where CO{sub 2} is being stored. The concept is that by removing water from the receiving formations (referred to as 'extracted water' to distinguish it from 'oil and gas produced water'), the pressure gradients caused by injection could be reduced, and additional pore space could be freed up to sequester CO{sub 2}. Such water extraction would occur away from the CO{sub 2} plume to avoid extracting a portion of the sequestered CO{sub 2} along with the formation water. While water extraction would not be a mandatory component of large-scale carbon storage programs, it could provide many benefits, such as reduction of pressure, increased space for CO{sub 2} storage, and potentially, 'plume steering.' Argonne National Laboratory is developing information for the U.S. Department of Energy's (DOE's) National Energy Technology Laboratory (NETL) to evaluate management of extracted water. If water is extracted from geological formations designated to receive injected CO{sub 2} for sequestration, the project operator will need to identify methods for managing very large volumes of water

  20. Transcultural nursing and a care management partnership project.

    PubMed

    Lazure, G; Vissandjée, B; Pepin, J; Kérouac, S

    1997-09-01

    This paper aims to illustrate how Leininger's Theory of Culture Care Diversity and Universality has influenced the research process of a study that emerged from a care management partnership between Canadian nursing teachers and Tunisian nurses. The purpose of the study was to investigate the meanings of care as viewed by university hospital-based Tunisian nurses. The qualitative analysis of data gathered through observation-participation and interviews highlights recurrent patterns and reveals three major professional care themes. For Tunisian nurses care means to secure the patient's cooperation towards the medical regimen within established rules in the hospital; to contribute to curing the patient by using current technology as well as by maintaining their technical skills and improving their medical knowledge; to take charge of the patient to assist the physician in treating disease. This study showed that Tunisian nurses emphasize curing rather than widely shared community values such as interdependence, intercommunication, understanding, presence and responsibility for others. Discussion of the study's findings draws upon the perspective provided by Freire's Oppressed Group Theory. In order to promote cultural congruence within the Care Management Partnership Project in Tunisia, the three predicted modes of care within Leininger's theory guide the decisions and actions for future nursing research and partnership activities.

  1. UK contractors' experience of management of tritium during decommissioning projects

    SciTech Connect

    Green, Tommy; Stevens, Keith; Heaney, John; Murray, Alan; Warwick, Phil; Croudace, Ian

    2007-07-01

    Available in abstract form only. Full text of publication follows: This paper provides an account of the tritium management experience of a UK decommissioning and remediation contracting organisation (NUKEM Limited), supported by a specialist radio-analysis organisation (GAU-Radioanalytical). This experience was gained during the execution of projects which involved the characterisation and remediation of facilities which had previously been used for tritium work and were contaminated with tritium. The emphasis of the paper is on the characterisation (sampling and analysis) of tritium. An account is given of the development of a methodology to improve the accuracy of tritium characterisation. The improved methodology evolved from recognition of the need to minimise tritium losses during sampling, storage, transport and preparation for analysis. These improvements were achieved in a variety of ways, including use of cold and dry sampling techniques in preference to hot or wet ones and freezing relevant samples during storage and transport. The major benefit was an improvement in the accuracy and reliability of the analyses results, essential for proper categorisation, sentencing and future management of tritiated waste. (authors)

  2. Demonstrating and Evaluating an Action Learning Approach to Building Project Management Competence

    NASA Technical Reports Server (NTRS)

    Kotnour, Tim; Starr, Stan; Steinrock, T. (Technical Monitor)

    2001-01-01

    This paper contributes a description of an action-learning approach to building project management competence. This approach was designed, implemented, and evaluated for use with the Dynacs Engineering Development Contract at the Kennedy Space Center. The aim of the approach was to improve three levels of competence within the organization: individual project management skills, project team performance. and organizational capabilities such as the project management process and tools. The overall steps to the approach, evaluation results, and lessons learned are presented. Managers can use this paper to design a specific action-learning approach for their organization.

  3. 75 FR 38538 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-07-02

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... 1982, the Bureau of Reclamation developed and published the Criteria for Evaluating Water...

  4. Research of the Project Management Education Effort in a Comprehensive Electrical Machinery Enterprise

    NASA Astrophysics Data System (ADS)

    Okamoto, Kazuhiko; Nagashima, Shigeo

    This paper describes the research regarding to the project management education effort in Hitachi, comprehensive electrical machinery enterprise. The project management education system has been offered to the following 4 ranks; project staffs, project leaders, project managers, and program managers. The contents of these courses include knowledge, capability, and application. This paper is proposing the spiral model education system to educate all 4 courses. This spiral model has the revolving function for the rank-up and the repeated enhancing function. This spiral model has following 4 steps, the member analysis, education, evaluation and applications. The business and the education have been coordinated to achieve a success of project. This paper also describes the contents and its importance of the project member evaluation.

  5. Strategies and impacts of patient and family engagement in collaborative mental healthcare: protocol for a systematic and realist review

    PubMed Central

    Menear, Matthew; Gervais, Michel; Careau, Emmanuelle; Chouinard, Maud-Christine; Cloutier, Guylaine; Delorme, André; Dogba, Maman Joyce; Dugas, Michèle; Gagnon, Marie-Pierre; Gilbert, Michel; Harvey, Diane; Houle, Janie; Kates, Nick; Knowles, Sara; Martin, Neasa; Nease, Donald; Pluye, Pierre; Samson, Esther; Zomahoun, Hervé Tchala Vignon; Légaré, France

    2016-01-01

    Introduction Collaborative mental healthcare (CMHC) has garnered worldwide interest as an effective, team-based approach to managing common mental disorders in primary care. However, questions remain about how CMHC works and why it works in some circumstances but not others. In this study, we will review the evidence on one understudied but potentially critical component of CMHC, namely the engagement of patients and families in care. Our aims are to describe the strategies used to engage people with depression or anxiety disorders and their families in CMHC and understand how these strategies work, for whom and in what circumstances. Methods and analysis We are conducting a review with systematic and realist review components. Review part 1 seeks to identify and describe the patient and family engagement strategies featured in CMHC interventions based on systematic searches and descriptive analysis of these interventions. We will use a 2012 Cochrane review of CMHC as a starting point and perform new searches in multiple databases and trial registers to retrieve more recent CMHC intervention studies. In review part 2, we will build and refine programme theories for each of these engagement strategies. Initial theory building will proceed iteratively through content expert consultations, electronic searches for theoretical literature and review team brainstorming sessions. Cluster searches will then retrieve additional data on contexts, mechanisms and outcomes associated with engagement strategies, and pairs of review authors will analyse and synthesise the evidence and adjust initial programme theories. Ethics and dissemination Our review follows a participatory approach with multiple knowledge users and persons with lived experience of mental illness. These partners will help us develop and tailor project outputs, including publications, policy briefs, training materials and guidance on how to make CMHC more patient-centred and family-centred. PROSPERO

  6. In the Eye of the Beholder: CMHC Reactions to Disaster.

    ERIC Educational Resources Information Center

    Muzekari, Louis H.; And Others

    In response to the Hurricane Hugo disaster, the South Carolina Department of Mental Health (SCDMH) deployed 10 percent of its workforce to serve as members of "Go Teams" that worked with the Charleston Area Community Mental Health Center (CACMHC) staff and provided crisis intervention services to the community. This study examined the…

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

    SciTech Connect

    Borgeson, M.E.

    1994-12-12

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

  8. Teaching, Doing, and Sharing Project Management in a Studio Environment: The Development of an Instructional Design Open-Source Project Management Textbook

    ERIC Educational Resources Information Center

    Randall, Daniel L.; Johnson, Jacquelyn C.; West, Richard E.; Wiley, David A.

    2013-01-01

    In this article, the authors present an example of a project-based course within a studio environment that taught collaborative innovation skills and produced an open-source project management textbook for the field of instructional design and technology. While innovation plays an important role in our economy, and many have studied how to teach…

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

    SciTech Connect

    1995-12-01

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

  10. Homogenisation in project management for large German research projects in the Earth system sciences: overcoming the institutional coordination bias

    NASA Astrophysics Data System (ADS)

    Rauser, Florian; Vamborg, Freja

    2016-04-01

    The interdisciplinary project on High Definition Clouds and Precipitation for advancing climate prediction HD(CP)2 (hdcp2.eu) is an example for the trend in fundamental research in Europe to increasingly focus on large national and international research programs that require strong scientific coordination. The current system has traditionally been host-based: project coordination activities and funding is placed at the host institute of the central lead PI of the project. This approach is simple and has the advantage of strong collaboration between project coordinator and lead PI, while exhibiting a list of strong, inherent disadvantages that are also mentioned in this session's description: no community best practice development, lack of integration between similar projects, inefficient methodology development and usage, and finally poor career development opportunities for the coordinators. Project coordinators often leave the project before it is finalized, leaving some of the fundamentally important closing processes to the PIs. This systematically prevents the creation of professional science management expertise within academia, which leads to an automatic imbalance that hinders the outcome of large research programs to help future funding decisions. Project coordinators in academia often do not work in a professional project office environment that could distribute activities and use professional tools and methods between different projects. Instead, every new project manager has to focus on methodological work anew (communication infrastructure, meetings, reporting), even though the technological needs of large research projects are similar. This decreases the efficiency of the coordination and leads to funding that is effectively misallocated. We propose to challenge this system by creating a permanent, virtual "Centre for Earth System Science Management CESSMA" (cessma.com), and changing the approach from host- based to centre-based. This should

  11. Sensors management in robotic neurosurgery: the ROBOCAST project.

    PubMed

    Vaccarella, Alberto; Comparetti, Mirko Daniele; Enquobahrie, Andinet; Ferrigno, Giancarlo; De Momi, Elena

    2011-01-01

    Robot and computer-aided surgery platforms bring a variety of sensors into the operating room. These sensors generate information to be synchronized and merged for improving the accuracy and the safety of the surgical procedure for both patients and operators. In this paper, we present our work on the development of a sensor management architecture that is used is to gather and fuse data from localization systems, such as optical and electromagnetic trackers and ultrasound imaging devices. The architecture follows a modular client-server approach and was implemented within the EU-funded project ROBOCAST (FP7 ICT 215190). Furthermore it is based on very well-maintained open-source libraries such as OpenCV and Image-Guided Surgery Toolkit (IGSTK), which are supported from a worldwide community of developers and allow a significant reduction of software costs. We conducted experiments to evaluate the performance of the sensor manager module. We computed the response time needed for a client to receive tracking data or video images, and the time lag between synchronous acquisition with an optical tracker and ultrasound machine. Results showed a median delay of 1.9 ms for a client request of tracking data and about 40 ms for US images; these values are compatible with the data generation rate (20-30 Hz for tracking system and 25 fps for PAL video). Simultaneous acquisitions have been performed with an optical tracking system and US imaging device: data was aligned according to the timestamp associated with each sample and the delay was estimated with a cross-correlation study. A median value of 230 ms delay was calculated showing that realtime 3D reconstruction is not feasible (an offline temporal calibration is needed), although a slow exploration is possible. In conclusion, as far as asleep patient neurosurgery is concerned, the proposed setup is indeed useful for registration error correction because the brain shift occurs with a time constant of few tens of minutes.

  12. Managing the Moon Program: Lessons Learned from Project Apollo

    NASA Technical Reports Server (NTRS)

    1999-01-01

    There have been many detailed historical studies of the process of deciding on and executing the Apollo lunar landing during the 1960s and early 1970s. From the announcement of President John F Kennedy on May 25, 1961, of his decision to land an American on the Moon by the end of the decade, through the first lunar landing on July 20, 1969, on to the last of six successful Moon landings with Apollo 17 in December 1972, NASA carried out Project Apollo with enthusiasm and aplomb. While there have been many studies recounting the history of Apollo, at the time of the 30th anniversary of the first lunar landing by Apollo 11, it seems appropriate to revisit the process of large-scale technological management as it related to the lunar mission. Consequently, the NASA History Office has chosen to publish this monograph containing the recollections of key partcipants in the management process. The collective oral history presented here was recorded in 1989 at the Johnson Space Center's Gilruth Recreation Center in Houston, Texas. It includes the recollections of key participants in Apollo's administration, addressing issues such as communication between field centers, the prioritization of technological goals, and the delegation of responsibility. The following people participated: George E. Muller, Owen W. Morris, Maxime A. Faget, Robert R. Gilruth, Christopher C. Kraft, and Howard W. (Bill) Tindall. The valuable perspectives of these individuals deepen and expand our understanding of this important historical event. This is the 14th in a series of special studies prepared by the NASA History Office. The Monographs in Aerospace History series is designed to provide a wide variety of investigations relative to the history of aeronautics and space. These publications are intended to be tightly focused in terms of subject, relatively short in length, and reproduced in an inexpensive format to allow timely and broad dissemination to researchers in aerospace history.

  13. Adaptive Management for Urban Watersheds: The Slavic Village Pilot Project

    EPA Science Inventory

    Adaptive management is an environmental management strategy that uses an iterative process of decision-making to reduce the uncertainty in environmental management via system monitoring. A central tenet of adaptive management is that management involves a learning process that ca...

  14. Application of Standard Project Management Tools to Research--A Case Study from a Multi-National Clinical Trial

    ERIC Educational Resources Information Center

    Gist, Peter; Langley, David

    2007-01-01

    PRINCE2, which stands for Projects in Controlled Environments, is a project management method covering the organisation, management, and control of projects and is widely used in both government and commercial IT and building projects in the UK. This paper describes the application of PRINCE2 to the management of large clinical trials…

  15. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (k) * * * The Fee... 36 Parks, Forests, and Public Property 3 2012-07-01 2012-07-01 false Shoreline Management on Civil Works Projects. 327.30 Section 327.30 Parks, Forests, and Public Property CORPS OF ENGINEERS,...

  16. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (k) * * * The Fee... 36 Parks, Forests, and Public Property 3 2014-07-01 2014-07-01 false Shoreline Management on Civil Works Projects. 327.30 Section 327.30 Parks, Forests, and Public Property CORPS OF ENGINEERS,...

  17. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (k) * * * The Fee... 36 Parks, Forests, and Public Property 3 2013-07-01 2012-07-01 true Shoreline Management on Civil Works Projects. 327.30 Section 327.30 Parks, Forests, and Public Property CORPS OF ENGINEERS,...

  18. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (k) * * * The Fee... 36 Parks, Forests, and Public Property 3 2011-07-01 2011-07-01 false Shoreline Management on Civil Works Projects. 327.30 Section 327.30 Parks, Forests, and Public Property CORPS OF ENGINEERS,...

  19. 36 CFR 327.30 - Shoreline Management on Civil Works Projects.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... ADMINISTERED BY THE CHIEF OF ENGINEERS § 327.30 Shoreline Management on Civil Works Projects. (k) * * * The Fee... 36 Parks, Forests, and Public Property 3 2010-07-01 2010-07-01 false Shoreline Management on Civil Works Projects. 327.30 Section 327.30 Parks, Forests, and Public Property CORPS OF ENGINEERS,...

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

    ERIC Educational Resources Information Center

    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…

  1. Knowledge Wisdom and Networks: A Project Management Centre of Excellence Example

    ERIC Educational Resources Information Center

    Walker, Derek H. T.; Christenson, Dale

    2005-01-01

    Purpose: This conceptual paper aims to explain how "project management centres of excellence (CoEs)", a particular class of knowledge network, can be viewed as providing great potential for assisting project management (PM) teams to make wise decisions. Design/methodology/approach: The paper presents a range of knowledge network types and…

  2. An Examination of the Determinants of Top Management Support of Information Technology Projects

    ERIC Educational Resources Information Center

    Mahoney, Michael L.

    2011-01-01

    Despite compelling evidence that top management support promotes information technology project success, existing research fails to offer insight into the antecedents of top management support of such projects. This gap in the literature is significant since the exploitation of information technology offers organizations unique opportunities for…

  3. 40 CFR 300.120 - On-scene coordinators and remedial project managers: general responsibilities.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... project managers: general responsibilities. 300.120 Section 300.120 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY (CONTINUED) SUPERFUND, EMERGENCY PLANNING, AND COMMUNITY RIGHT-TO-KNOW PROGRAMS... Response § 300.120 On-scene coordinators and remedial project managers: general responsibilities. (a)...

  4. Teaching IT Project Management to Postgraduate Business Students: A Practical Approach

    ERIC Educational Resources Information Center

    Tatnall, Arthur; Reyes, Gina

    2005-01-01

    While most Information Systems (IS) professionals spend much of their time in the implementation or management of projects, the curriculum of university Information Technology (IT) courses does not always reflect this. While most university IT courses cover some aspects of project management, some do not go into this topic in any depth, and many…

  5. 76 FR 9028 - Training Program for Regulatory Project Managers; Information Available to Industry

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-02-16

    ... HUMAN SERVICES Food and Drug Administration Training Program for Regulatory Project Managers... primary goal, CDER has initiated various training and development programs to promote high performance in... operations. To this end, CDER is continuing its training program to give regulatory project managers...

  6. 1980 survey and evaluation of utility conservation, load management, and solar end-use projects. Volume 3: utility load management projects. Final report

    SciTech Connect

    Not Available

    1982-01-01

    The results of the 1980 survey of electric utility-sponsored energy conservation, load management, and end-use solar energy conversion projects are described. The work is an expansion of a previous survey and evaluation and has been jointly sponsored by EPRI and DOE through the Oak Ridge National Laboratory. There are three volumes and a summary document. Each volume presents the results of an extensive survey to determine electric utility involvement in customer-side projects related to the particular technology (i.e., conservation, solar, or load management), selected descriptions of utility projects and results, and first-level technical and economic evaluations.

  7. PUREX/UO{sub 3} deactivation project management plan

    SciTech Connect

    Washenfelder, D.J.

    1993-12-01

    From 1955 through 1990, the Plutonium-Uranium Extraction Plant (PUREX) provided the United States Department of Energy Hanford Site with nuclear fuel reprocessing capability. It operated in sequence with the Uranium Trioxide (UO{sub 3}) Plant, which converted the PUREX liquid uranium nitrate product to solid UO{sub 3} powder. Final UO{sub 3} Plant operation ended in 1993. In December 1992, planning was initiated for the deactivation of PUREX and UO{sub 3} Plant. The objective of deactivation planning was to identify the activities needed to establish a passively safe, environmentally secure configuration at both plants, and ensure that the configuration could be retained during the post-deactivation period. The PUREX/UO{sub 3} Deactivation Project management plan represents completion of the planning efforts. It presents the deactivation approach to be used for the two plants, and the supporting technical, cost, and schedule baselines. Deactivation activities concentrate on removal, reduction, and stabilization of the radioactive and chemical materials remaining at the plants, and the shutdown of the utilities and effluents. When deactivation is completed, the two plants will be left unoccupied and locked, pending eventual decontamination and decommissioning. Deactivation is expected to cost $233.8 million, require 5 years to complete, and yield $36 million in annual surveillance and maintenance cost savings.

  8. NASA Project Icon Image Access and Management, year 2

    NASA Technical Reports Server (NTRS)

    1988-01-01

    Viewgraphs used in a presentation of the NASA Project Icon Image Access and Management are given. The viewgraphs depict the opening screen that allows the user to start searching the thesaurus; a schematic of the the NASA image input/output workstation; the main term screen that allows the user to view the term and the associated pictures, enter the term into the search buffer, and go to one of the linked terms; the main input screen that allows the user to enter new terms, edit terms, and add pictures and links between terms; the term index that allows the user to select a term by scrolling through an alphabetic list of all the terms in the thesaurus; the results screen that shows the results of the search on the external database; the screen buffer that displays a list of all the search terms collected while browsing through the thesaurus; and the picture index that allows the user to select a term by scrolling through the list of pictures stored in the visual thesaurus.

  9. Issues in NASA Program and Project Management: Focus on Project Planning and Scheduling

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

    1997-01-01

    Topics addressed include: Planning and scheduling training for working project teams at NASA, overview of project planning and scheduling workshops, project planning at NASA, new approaches to systems engineering, software reliability assessment, and software reuse in wind tunnel control systems.

  10. Systems engineering management and implementation plan for Project W-464, immobilized high-level waste storage

    SciTech Connect

    Wecks, M.D.

    1998-04-15

    The Systems Engineering Management and Implementation Plan (SEMIP) for TWRS Project W-46 describes the project implementation of the Tank Waste Remediation System Systems Engineering Management Plan. (TWRS SEMP), Rev. 1. The SEMIP outlines systems engineering (SE) products and processes to be used by the project for technical baseline development. A formal graded approach is used to determine the products necessary for requirements, design, and operational baseline completion. SE management processes are defined, and roles and responsibilities for management processes and major technical baseline elements are documented.

  11. 75 FR 9388 - Prescott National Forest, Bradshaw Ranger District; Arizona; Bradshaw Vegetation Management Project

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-03-02

    ... Management Project AGENCY: Forest Service, USDA. ACTION: Notice of intent to prepare an environmental impact statement. SUMMARY: This project is a proposal to improve the health of fire adapted ecosystems while simultaneously reducing hazardous fuels on the Bradshaw Ranger District. The project area encompasses about...

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

    ERIC Educational Resources Information Center

    Laxton, Ruth; Applebee, Andrelyn Cheryl

    2010-01-01

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

  13. Web-Based Project Portfolio Management Portal Success: A Quantitative Investigation

    ERIC Educational Resources Information Center

    Excellent, Frendy

    2013-01-01

    Due to its centralized content-sharing features, a project portfolio management (PPM) portal enables vertical, as well as horizontal, electronic exchanges between project professionals. Such exchanges, if effective, may deliver an individual impact through improved project performance. Effectiveness engenders use and satisfaction, reflecting the…

  14. Success Rates by Software Development Methodology in Information Technology Project Management: A Quantitative Analysis

    ERIC Educational Resources Information Center

    Wright, Gerald P.

    2013-01-01

    Despite over half a century of Project Management research, project success rates are still too low. Organizations spend a tremendous amount of valuable resources on Information Technology projects and seek to maximize the utility gained from their efforts. The author investigated the impact of software development methodology choice on ten…

  15. Combining Project Management Methods: A Case Study of Dlstributed Work Practices

    NASA Astrophysics Data System (ADS)

    Backlund, Per; Lundell, Björn

    The increasing complexity of information systems development (ISD) projects call for improved project management practices. This, together with an endeavour to improve the success rate of ISD projects (Lyytinen and Robey 1999; Cooke-Davies 2002; White and Fortune 2002), has served as drivers for various efforts in process improvement such as the introduction of new development methods (Fitzgerald 1997; Iivari and Maansaari 1998).

  16. Getting Girls EX.I.T.E.D about Project Management

    ERIC Educational Resources Information Center

    Norstrom, Bjorn; Smith, Carol; Haglund, Annika

    2008-01-01

    Students are asked to complete projects every day--from a simple PowerPoint presentation to college applications and financial aid forms. Students are expected to complete these projects to certain standards. However, students are often not provided with the tools and skills needed to successfully manage projects, especially complex ones. As…

  17. Evaluating success criteria and project monitoring in river enhancement within an adaptive management framework

    USGS Publications Warehouse

    O'Donnell, T. K.; Galat, D.L.

    2008-01-01

    Objective setting, performance measures, and accountability are important components of an adaptive-management approach to river-enhancement programs. Few lessons learned by river-enhancement practitioners in the United States have been documented and disseminated relative to the number of projects implemented. We conducted scripted telephone surveys with river-enhancement project managers and practitioners within the Upper Mississippi River Basin (UMRB) to determine the extent of setting project success criteria, monitoring, evaluation of monitoring data, and data dissemination. Investigation of these elements enabled a determination of those that inhibited adaptive management. Seventy river enhancement projects were surveyed. Only 34% of projects surveyed incorporated a quantified measure of project success. Managers most often relied on geophysical attributes of rivers when setting project success criteria, followed by biological communities. Ninety-one percent of projects that performed monitoring included biologic variables, but the lack of data collection before and after project completion and lack of field-based reference or control sites will make future assessments of ecologic success difficult. Twenty percent of projects that performed monitoring evaluated ???1 variable but did not disseminate their evaluations outside their organization. Results suggest greater incentives may be required to advance the science of river enhancement. Future river-enhancement programs within the UMRB and elsewhere can increase knowledge gained from individual projects by offering better guidance on setting success criteria before project initiation and evaluation through established monitoring protocols. ?? 2007 Springer Science+Business Media, LLC.

  18. Using Collaborative Action Learning Projects to Increase the Impact of Management Development

    ERIC Educational Resources Information Center

    Lyso, Ingunn Hybertsen; Mjoen, Kristian; Levin, Morten

    2011-01-01

    This article aims to contribute to the field of human resource development by exploring the conditions that influence the organizational impact of action learning projects. Many organizations use such projects as an integral part of their management development programs. Past research on action learning projects has shown how balancing action and…

  19. Software engineering project management - A state-of-the-art report

    NASA Technical Reports Server (NTRS)

    Thayer, R. H.; Lehman, J. H.

    1977-01-01

    The management of software engineering projects in the aerospace industry was investigated. The survey assessed such features as contract type, specification preparation techniques, software documentation required by customers, planning and cost-estimating, quality control, the use of advanced program practices, software tools and test procedures, the education levels of project managers, programmers and analysts, work assignment, automatic software monitoring capabilities, design and coding reviews, production times, success rates, and organizational structure of the projects.

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

    SciTech Connect

    Owens, C. M.

    2013-09-01

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

  1. The 1000 Genomes Project: data management and community access.

    PubMed

    Clarke, Laura; Zheng-Bradley, Xiangqun; Smith, Richard; Kulesha, Eugene; Xiao, Chunlin; Toneva, Iliana; Vaughan, Brendan; Preuss, Don; Leinonen, Rasko; Shumway, Martin; Sherry, Stephen; Flicek, Paul

    2012-04-27

    The 1000 Genomes Project was launched as one of the largest distributed data collection and analysis projects ever undertaken in biology. In addition to the primary scientific goals of creating both a deep catalog of human genetic variation and extensive methods to accurately discover and characterize variation using new sequencing technologies, the project makes all of its data publicly available. Members of the project data coordination center have developed and deployed several tools to enable widespread data access.

  2. The Learner's Place in e-Learning Project Management

    ERIC Educational Resources Information Center

    Bartz, Janet

    2010-01-01

    An e-learning project is a balance of time, cost, and scope measured against learner engagement. With this measure, the learner is part of every stage in the project's development. Assessing decisions with regards to learner impact will contribute to a more engaging and therefore successful project. To illustrate this concept, this paper will…

  3. Qualitative Phenomenological Examination of IT Project Management in Pharmaceutical Industry

    ERIC Educational Resources Information Center

    Ly, Phil

    2013-01-01

    The purpose of this study was to examine what caused IT projects to fail at a high rate in the pharmaceutical industry. IT projects failures delayed development of new drugs that can help save lives. It was imperative to evaluate what caused project failures because the collateral damage was delay in drug development. This qualitative…

  4. A Proposed System of "Project Management" for Study Items.

    ERIC Educational Resources Information Center

    Worcester Public Schools, MA.

    The purposes of the proposed system are to provide a standard operating procedure for a systematic and effective handling of project-type study items as differentiated from informational-type items; to assign definite singular responsibility for projects; to suggest specific sequential steps to be taken in the preparation of the project report;…

  5. Guidelines for the development of a Project Data Management Plan (PDMP)

    NASA Technical Reports Server (NTRS)

    Green, James L.; King, Joseph H.

    1988-01-01

    The purpose of this document is to assist NASA Project personnel in the preparation of their Project Data Management Plans (PDMP) in accordance with NASA Management Instruction (NMI) 8030.3A. In addition, this report summarizes the scope of a PDMP and establishes important aspects that must be addressed for the long term management and archiving of the data from a NASA space flight investigation.

  6. Report on audit of costs and management of the Yucca Mountain Project

    SciTech Connect

    1994-06-23

    The Department of Energy (Department) is responsible for establishing an underground waste repository to store high-level nuclear waste. To carry out this responsibility, the Department of Energy established the Office of Civilian Radioactive Waste Management (Waste Management Office). The Waste Management Office began characterization of the Yucca Mountain site to assess the feasibility of safely storing spent fuel and high level waste for 10,000 years. To date, the Department had spent about $1.5 billion on site characterization activities. The purpose of our audit was to examine how effectively these funds were spent and to examine the costs and management of contracting for the project. Our audit found that if procurement and fund allocation practices were streamlined, significant savings could be achieved over the remaining life of the project. Also, the anticipated reductions in the number of project participants had not materialized, nor had management and integration of the project been effectively implemented. In addition, the Waste Management Office`s efforts to make major staffing reductions had not met the original goals, and sound cost reduction ideas advanced by the project`s participants were not evaluated and implemented in a timely manner. Management agreed with our recommendations and is in the process of developing a program-wide strategic plan that recognizes funding constraints and has implemented a reorganization of the management structure at the Project Office.

  7. The Department of Energy, Office of Environmental Restoration and Waste Management: Project performance study

    SciTech Connect

    Not Available

    1993-11-01

    The Office of Environmental Restoration and Waste Management (EM) of the US Department of Energy commissioned Independent Project Analysis, Inc. (IPA) to perform this Project Performance Study to provide a quantitative analysis determining how well EM develops and executes environmental remediation and waste management projects. The approach consisted of collecting detailed data on a sample of 65 completed and ongoing EM projects conducted since 1984. These data were then compared with key project characteristics and outcomes from 233 environmental remediation projects (excluding EM) in IPA`s Environmental Remediation Database and 951 projects In IPA`s Capital Projects Database. The study establishes the standing of the EM system relative to other organizations, and suggests areas and opportunities for improvement.

  8. 78 FR 63491 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-10-24

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... developed and published the Criteria for Evaluating Water Management Plans (Criteria). For the purpose...

  9. 77 FR 64544 - Central Valley Project Improvement Act, Water Management Plans

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-10-22

    ... Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are... and published the Criteria for Evaluating Water Management Plans (Criteria). For the purpose of...

  10. Project TEAMS (Techniques and Education for Achieving Management Skills): Business and Industrial Supervisors.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Management Skills) instructional materials consist of five units for use in training business and industrial supervisors. Unit 1 is designed to help managers in business or industry increase management skills in regard to leadership techniques, problem solving and decision making, and…

  11. 60 FR 29708 - Travel Management Plan for Owyhee Reservoir, Owyhee Project, Oregon

    Federal Register 2010, 2011, 2012, 2013, 2014

    1995-06-05

    ... Travel Management Plan for Owyhee Reservoir, Owyhee Project, Oregon agency: Bureau of Reclamation... Travel Management Plan for Reclamation lands in the vicinity of Owyhee Reservoir, Oregon. The purpose of... date: The effective date of the travel management plan is June 5, 1995. addresses: Copies of the...

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

    NASA Astrophysics Data System (ADS)

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

    2016-08-01

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

  13. Improvement of Project Portfolio Management in an Information Technology Consulting Company

    NASA Astrophysics Data System (ADS)

    Kaewta, S.; Chutima, P.

    2014-06-01

    The scope of this research is to improve the efficiency of multiple project management in an information technology consulting company through the adaptation of the project portfolio management technique. The project management information system (PMIS) is implemented to establish effective communication channels so that internal and external teams as well as all relevant stakeholders can be employed to negotiate their work schedules. In addition, all activities created by multiple teams can be systematically reviewed and combined into a single checklist to be used as an agreed working plan for all team members. A general guideline for project portfolio management in information technology consulting companies is also proposed, which could results in a higher level of project on-time delivery.

  14. The Hybrid Management Model: Influences of Organizational Structure and IT Project Management Practices on the Performance of Federal IT Projects

    ERIC Educational Resources Information Center

    Neves, Celine A.

    2012-01-01

    The federal government spends much money on information technology (IT) projects each year, yet numerous IT projects continue to underperform. For instance, in Fiscal Year 2008, OMB and federal agencies identified approximately 413 IT projects ($25.2 billion) as being poorly planned, poorly performing, or both. Agencies struggle to implement sound…

  15. Implementation of quality management in early stages of research and development projects at a university.

    PubMed

    Fiehe, Sandra; Wagner, Georg; Schlanstein, Peter; Rosefort, Christiane; Kopp, Rüdger; Bensberg, Ralf; Knipp, Peter; Schmitz-Rode, Thomas; Steinseifer, Ulrich; Arens, Jutta

    2014-04-01

    The ultimate objective of university research and development projects is usually to create knowledge, but also to successfully transfer results to industry for subsequent marketing. We hypothesized that the university technology transfer requires efficient measures to improve this important step. Besides good scientific practice, foresighted and industry-specific adapted documentation of research processes in terms of a quality management system might improve the technology transfer. In order to bridge the gap between research institute and cooperating industry, a model project has been accompanied by a project specific amount of quality management. However, such a system had to remain manageable and must not constrain the researchers' creativity. Moreover, topics and research team are strongly interdisciplinary, which entails difficulties regarding communication because of different perspectives and terminology. In parallel to the technical work of the model project, an adaptable quality management system with a quality manual, defined procedures, and forms and documents accompanying the research, development and validation was implemented. After process acquisition and analysis the appropriate amount of management for the model project was identified by a self-developed rating system considering project characteristics like size, innovation, stakeholders, interdisciplinarity, etc. Employees were trained according to their needs. The management was supported and the technical documentation was optimized. Finally, the quality management system has been transferred successfully to further projects.

  16. Uranium mill tailings remedial action project real estate management plan

    SciTech Connect

    Not Available

    1994-09-01

    This plan summarizes the real estate requirements of the US Department of Energy`s (DOE) Uranium Mill Tailings Action (UMTRA) Project, identifies the roles and responsibilities of project participants involved in real estate activities, and describes the approaches used for completing these requirements. This document is intended to serve as a practical guide for all project participants. It is intended to be consistent with all formal agreements, but if a conflict is identified, the formal agreements will take precedence.

  17. Richland Environmental Restoration Project management action process document

    SciTech Connect

    1996-04-01

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

  18. Utilisation and Improvement of the Initialisation of Project Communication Processes During the Management of Projects in Industrial Enterprises in Slovakia

    NASA Astrophysics Data System (ADS)

    Samáková, Jana; Šujanová, Jana; Špirková, Marta

    2016-06-01

    Nowadays, project communication is slowed due to the need for compliance with strict rules. Therefore the aim of this paper is to analyse the use of the communication environment as a basic part of the initialisation of project communication in industrial enterprises in Slovakia, and to propose measures to improve the process of initialisation of project communication in these enterprises. In this paper, theoretical and empirical research (quantitative and qualitative) approaches were chosen. On the basis of the research we can conclude, that communication as a basic part of the "Initialisation of project communication" is not adequately elaborated in international methodologies and standards of project management and in industrial enterprises. Industrial enterprises do not deal with processes of the communication environment and this results in negative consequences.

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

    SciTech Connect

    1998-06-01

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

  20. Tools and Methods for Risk Management in Multi-Site Engineering Projects

    NASA Astrophysics Data System (ADS)

    Zhou, Mingwei; Nemes, Laszlo; Reidsema, Carl; Ahmed, Ammar; Kayis, Berman

    In today's highly global business environment, engineering and manufacturing projects often involve two or more geographically dispersed units or departments, research centers or companies. This paper attempts to identify the requirements for risk management in a multi-site engineering project environment, and presents a review of the state-of-the-art tools and methods that can be used to manage risks in multi-site engineering projects. This leads to the development of a risk management roadmap, which will underpin the design and implementation of an intelligent risk mapping system.