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.

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... Agency and complies with an approved management plan for the project. (b) Management plan. The lender...

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 lender...

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 lender...

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 lender...

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 lender...

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.

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…

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

NASA Astrophysics Data System (ADS)

Burmistrov, Andrey; Siniavina, Maria; Iliashenko, Oksana

2018-03-01

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

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.

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…

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.

Nurse managers' challenges in project management.

PubMed

Suhonen, Marjo; Paasivaara, Leena

2011-11-01

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

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.

48 CFR 1301.671 - Assignment of program and project managers.

Code of Federal Regulations, 2010 CFR

2010-10-01

... project managers. 1301.671 Section 1301.671 Federal Acquisition Regulations System DEPARTMENT OF COMMERCE..., and Responsibilities 1301.671 Assignment of program and project managers. The Department's Program and Project Manager certification program for the assignment and certification of Program and Project Managers...

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

NASA Astrophysics Data System (ADS)

Cristini, Luisa

2017-04-01

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

A Qualitative Study of the Relationship between a Banking IT Troubled Project and the Executive Project Sponsor's Project Management Maturity Level

ERIC Educational Resources Information Center

Northcraft, Terry G.

2017-01-01

This qualitative study examined the effect the level of project management maturity a banking IT project sponsor has on project success. Project management maturity is gauged by the amount of modern project management training, knowledge and organizational skills an individual or organization has and applies to their project lifecycle experiences.…

Center for Ground Vehicle Development and Integration

DTIC Science & Technology

2011-04-22

UNCLASSIFIED OPSEC# 21798 CGVDI Organizational Chart CGVDI Director Project and Operations Management Project Management Operations Management Engineered...Metals Welding Assembly / Paint UNCLASSIFIED UNCLASSIFIED OPSEC# 21798 Project and Operations Management CGVDI serves as a single entry point to RDECOM...for ground vehicle system integration projects, as well as for managing cost, schedule, performance and risk. Project Management Operations

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 and gas drilling projects could help oil companies improve the performance of future drilling projects. Theoretically, the study's findings may help to bridge a gap in the project management CSFs literature, and add to the general project management body of knowledge.

Project management: importance for diagnostic laboratories.

PubMed

Croxatto, A; Greub, G

2017-07-01

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

Analysis of interactions among barriers in project risk management

NASA Astrophysics Data System (ADS)

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

2018-03-01

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

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 Section 206.438 Emergency Management and Assistance FEDERAL EMERGENCY MANAGEMENT AGENCY, DEPARTMENT OF... Project management. (a) General. The State serving as grantee has primary responsibility for project...

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 project...

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 project...

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 project...

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 project...

Managemant of NASA's major projects

NASA Technical Reports Server (NTRS)

James, L. B.

1973-01-01

Approaches used to manage major projects are studied and the existing documents on NASA management are reviewed. The work consists of: (1) the project manager's role, (2) request for proposal, (3) project plan, (4) management information system, (5) project organizational thinking, (6) management disciplines, (7) important decisions, and (8) low cost approach.

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.

Innovation in health service management: Adoption of project management offices to support major health care transformation.

PubMed

Lavoie-Tremblay, Mélanie; Aubry, Monique; Cyr, Guylaine; Richer, Marie-Claire; Fortin-Verreault, Jean-François; Fortin, Claude; Marchionni, Caroline

2017-11-01

To explore the characteristics that influence project management offices acceptance and adoption in healthcare sector. The creation of project management offices has been suggested as a promising avenue to promote successful organisational change and facilitate evidence-based practice. However, little is known about the characteristics that promote their initial adoption and acceptance in health care sector. This knowledge is important in the context where many organisations are considering implementing project management offices with nurse managers as leaders. A descriptive multiple case study design was used. The unit of analysis was the project management offices. The study was conducted in three university-affiliated teaching hospitals in 2013-14 (Canada). Individual interviews (n = 34) were conducted with senior managers. Results reveal that project management offices dedicated to project and change management constitute an innovation and an added value that addresses tangible needs in the field. Project management offices are an innovation highly compatible with health care managers and their approach has parallels to the process of clinical problem solving and reasoning well-known to adopters. This knowledge is important in a context where many nurses hold various roles in project management offices, such as Director, project manager, clinical expert and knowledge broker. © 2017 John Wiley & Sons Ltd.

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.

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.

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 Project...

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 Project...

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 Project...

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 Project...

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 Project...

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.

Cost/Schedule Control Systems Criteria: A Reference Guide to C/SCSC information

DTIC Science & Technology

1992-09-01

Smith, Larry A. "Mainframe ARTEMIS: More than a Project Management Tool -- Earned Value Analysis ( PEVA )," Project Management Journal, 19:23-28 (April 1988...A. "Mainframe ARTEMIS: More than a Project Management Tool - Earned Value Analysis ( PEVA )," Project Management Journal, 19:23-28 (April 1988). 14...than a Project Management Tool -- Earned Value Analysis ( PEVA )," Project Management Journal, 19:23-28 (April 1988). 17. Trufant, Thomas M. and Robert

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…

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…

25 CFR 900.113 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-04-01

... contract. This does not involve construction project management as defined in paragraph (d) of this section...) Construction project management means direct responsibility for the construction project through day-to-day on-site management and administration of the project. Activities may include cost management, project...

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…

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).

76 FR 12081 - Notice of Two-Year Continuation of Disease Management Demonstration Project for TRICARE Standard...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-04

... Management Demonstration Project for TRICARE Standard Beneficiaries AGENCY: Department of Defense. ACTION: Notice of Two-Year Continuation of Disease Management Demonstration Project for TRICARE Standard... System (MHS) demonstration project entitled ``Disease Management Demonstration Project for TRICARE...

ePORT, NASA's Computer Database Program for System Safety Risk Management Oversight (Electronic Project Online Risk Tool)

NASA Technical Reports Server (NTRS)

Johnson, Paul W.

2008-01-01

ePORT (electronic Project Online Risk Tool) provides a systematic approach to using an electronic database program to manage a program/project risk management processes. This presentation will briefly cover the standard risk management procedures, then thoroughly cover NASA's Risk Management tool called ePORT. This electronic Project Online Risk Tool (ePORT) is a web-based risk management program that provides a common framework to capture and manage risks, independent of a programs/projects size and budget. It is used to thoroughly cover the risk management paradigm providing standardized evaluation criterion for common management reporting, ePORT improves Product Line, Center and Corporate Management insight, simplifies program/project manager reporting, and maintains an archive of data for historical reference.

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…

A Qualitative Study on Certified Female Project Managers and Perceived Value of the Project Management Professional Certification

ERIC Educational Resources Information Center

Bozylinski, Elena

2017-01-01

The purpose of this phenomenological qualitative study was to explore the influence of the Project Management Professional (PMP) certification on the careers of PMP-certified female information technology project managers who are current members in a mid-Atlantic Project Management Institute chapter in the United States. The aim of this study was…

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.

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…

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…

Factors of human capital related to project success in health care work units.

PubMed

Suhonen, Marjo; Paasivaara, Leena

2011-03-01

To explore factors of human capital related to project success that employees expect from nurse managers. Human capital refers to those resources that managers working with projects possess, such as abilities, knowledge and qualities of character. The data were collected by open interviews (n=14) with nurses, public health nurses and nurse managers working in primary health care and a hospital. Data analysis was carried out using qualitative content analysis. The main factors of human capital related to project success proved to be as follows: (1) management of enthusiastic project culture, (2) management of regeneration and (3) management of emotional intelligence. Future research is needed on the kind of means nurse managers use in human capital management in projects and how they see their possibilities in managing human capital. Human capital management skills should be underlined as an important competence area when recruiting a nurse manager. The success of health care projects cannot be improved only through education or by training of nurse managers; in addition, projects need nurse managers who understand workplace spirituality and have high emotional intelligence. © 2011 The Authors. Journal compilation © 2011 Blackwell Publishing Ltd.

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…

A multilevel study of the impact of project manager's leadership on extra-role performance of project team members

NASA Astrophysics Data System (ADS)

Shokory, Suzyanty Mohd; Suradi, Nur Riza Mohd

2018-04-01

The current study examines the impact of transformational and transactional leadership of project manager on the extra-role performance of project team members. In addition, this study also identifies factor dominant to extra-role performance of project team members when the transformational and transactional leadership of project managers are analyzed simultaneously. The study involved 175 of project team members from 35 project teams (each project team consists of different contracting companies registered in the Selangor (N = 175 from 35 contractors company). A multilevel analysis with hierarchical linear modeling (HLM) approach was used in this study. The analysis showed that transformational and transactional leadership of the project manager is a positive significant with extra-role performance project team members when analyzed separately. However when the two constructs (transformational leadership and transactional leadership of project manager) were analyzed simultaneously, transformational leadership was found to have more impact on extra-role performance project team members compared to transactional leadership. These findings explained that although transformational and transactional leadership of project managers can improve extra-role performance project team members, but this study has proved that transformational leadership of project managers affect extra-role performance project team members more as compared to transactional leadership.

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…

RISK MANAGEMENT USING PROJECT RECON

DTIC Science & Technology

2016-11-28

Risk Management Using Project Recon UNCLASSIFIED: Distribution Statement A. Approved for public release; distribution is unlimited. Bonnie Leece... Project Recon Lead What is Project Recon? • A web-based GOTS tool designed to capture, manage, and link Risks, Issues, and Opportunities in a...centralized database. • Project Recon (formerly Risk Recon) is designed to be used by all Program Management Offices, Integrated Project Teams and any

49 CFR 633.11 - Covered projects.

Code of Federal Regulations, 2010 CFR

2010-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.11 Covered projects. The Administrator may contract for project management oversight services when the... 49 Transportation 7 2010-10-01 2010-10-01 false Covered projects. 633.11 Section 633.11...

49 CFR 633.11 - Covered projects.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.11 Covered projects. The Administrator may contract for project management oversight services when the... 49 Transportation 7 2012-10-01 2012-10-01 false Covered projects. 633.11 Section 633.11...

49 CFR 633.11 - Covered projects.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.11 Covered projects. The Administrator may contract for project management oversight services when the... 49 Transportation 7 2013-10-01 2013-10-01 false Covered projects. 633.11 Section 633.11...

49 CFR 633.11 - Covered projects.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.11 Covered projects. The Administrator may contract for project management oversight services when the... 49 Transportation 7 2014-10-01 2014-10-01 false Covered projects. 633.11 Section 633.11...

49 CFR 633.11 - Covered projects.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.11 Covered projects. The Administrator may contract for project management oversight services when the... 49 Transportation 7 2011-10-01 2011-10-01 false Covered projects. 633.11 Section 633.11...

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.

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.

Should Project Managers Buy Technical Data

DTIC Science & Technology

2017-04-06

Should Project Managers Buy Technical Data? Jerry Harper April 6, 2017 PUBLISHED BY The Defense...intellectual property (IP) management and technical data rights (TDR) strategies. According to DoD Instruction 5000.02 (DoD, 2017), project managers (PMs...Defense Authorization Act NDI ................nondevelopmental item PM ................. project manager R&D ...............research and development

ASK Magazine. Volume 10

NASA Technical Reports Server (NTRS)

Hoffman, Edward (Editor); Laufer, Alexander (Editor); Post, Todd (Editor); Brady, Jody Lannen (Editor)

2003-01-01

The Academy of Program and Project Leadership (APPL) and ASK Magazine is presented. APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of our Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, small projects-they're all here in ASK. APPL is one of our most exciting publications about project management.

Cooperative Projects - Challenges and Opportunities

NASA Astrophysics Data System (ADS)

Schubotz, Wiebke; Brücher, Tim; Vamborg, Freja

2017-04-01

Today's research in Germany is often organized in large projects and collaborations, so-called cooperative projects ("Verbundprojekte" in German). These projects are defined by a large number of members (more than 50) and participating institutes, e.g. institutes of research organizations such as the Max-Planck society and the Leibniz association, Helmholtz centres, and universities. For coordination purposes these projects usually have a general project manager or project coordinator close to the speaker of the project. Despite this overarching position, it is often challenging for the project manager to really overview the entire project as he is, for example, not involved in the individual institute's recruitment processes or research connections to other institutes via other projects. Additionally, there is neither a formal obligation for the principal investigators and project scientists to report changes within their sub-projects, nor any formal dependency between these sub-projects and the coordination office to ensure a contemporary update of changes and progress in their specific tasks of the project. Therefore, the idea of a coordinating position to oversee the entire cooperative project is sometimes difficult to reach. Furthermore, project managers usually have no formal connection to other project managers. This means that recurrent tasks, for which cooperation between project managers would be helpful, need to be reinvented for each project anew. Due to the lack of this more formalized cooperation between project managers, acquired expertise is often lost. We will illustrate the challenges of this kind of project management based on projects at the Max Planck Institute for Meteorology (Hamburg) and the Helmholtz Centre for Ocean Research (GEOMAR, Kiel), but also point out opportunities that arise within a large collaboration of partners. Moreover, we present an approach to coordinate management processes in order to overcome some of the aforementioned challenges across several cooperative projects - a virtual centre for earth system science management (CESSMA).

Workplace Factors That Shape Information Technology Project Success

ERIC Educational Resources Information Center

Nguyen, Dan Schilling

2013-01-01

Information technology (IT) project success depends on having a project manager with effective decision making, leadership, and project management skills. Project success also depends on completing the project in a given budget, time, and scope. Despite these critical qualities of a successful project manager, little research has explored the…

49 CFR 633.29 - PMP waivers.

Code of Federal Regulations, 2010 CFR

2010-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.29 PMP waivers. A waiver will be... element is not necessary for a particular plan; or (b) The requirement of having a new project management... under a previously-approved project management plan. ...

49 CFR 633.29 - PMP waivers.

Code of Federal Regulations, 2012 CFR

2012-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.29 PMP waivers. A waiver will be... element is not necessary for a particular plan; or (b) The requirement of having a new project management... under a previously-approved project management plan. ...

49 CFR 633.29 - PMP waivers.

Code of Federal Regulations, 2011 CFR

2011-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.29 PMP waivers. A waiver will be... element is not necessary for a particular plan; or (b) The requirement of having a new project management... under a previously-approved project management plan. ...

49 CFR 633.29 - PMP waivers.

Code of Federal Regulations, 2014 CFR

2014-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.29 PMP waivers. A waiver will be... element is not necessary for a particular plan; or (b) The requirement of having a new project management... under a previously-approved project management plan. ...

49 CFR 633.29 - PMP waivers.

Code of Federal Regulations, 2013 CFR

2013-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.29 PMP waivers. A waiver will be... element is not necessary for a particular plan; or (b) The requirement of having a new project management... under a previously-approved project management plan. ...

49 CFR 633.5 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.5 Definitions. As used in this part... construction and management of a project. Major capital project means a project that: (1) Involves the...; or (3) The Administrator determines is a major capital project because the project management...

49 CFR 633.5 - Definitions.

Code of Federal Regulations, 2013 CFR

2013-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.5 Definitions. As used in this part... construction and management of a project. Major capital project means a project that: (1) Involves the...; or (3) The Administrator determines is a major capital project because the project management...

49 CFR 633.5 - Definitions.

Code of Federal Regulations, 2012 CFR

2012-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.5 Definitions. As used in this part... construction and management of a project. Major capital project means a project that: (1) Involves the...; or (3) The Administrator determines is a major capital project because the project management...

49 CFR 633.5 - Definitions.

Code of Federal Regulations, 2011 CFR

2011-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.5 Definitions. As used in this part... construction and management of a project. Major capital project means a project that: (1) Involves the...; or (3) The Administrator determines is a major capital project because the project management...

49 CFR 633.5 - Definitions.

Code of Federal Regulations, 2014 CFR

2014-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.5 Definitions. As used in this part... construction and management of a project. Major capital project means a project that: (1) Involves the...; or (3) The Administrator determines is a major capital project because the project management...

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…

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

NASA Astrophysics Data System (ADS)

Aneesha, K.; Haridharan, M. K.

2017-07-01

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

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.

[The research project: financing and management].

PubMed

Schena, F P

2003-01-01

Basic and clinical research is accomplished by projects. The design of a project is not only based on the scientific content but also on its financing and management. This article wants to illustrate the correct modalities for project financing and project management in a scientific project.

Exploring Stakeholder Definitions within the Aerospace Industry: A Qualitative Case Study

NASA Astrophysics Data System (ADS)

Hebert, Jonathan R.

A best practice in the discipline of project management is to identify all key project stakeholders prior to the execution of a project. When stakeholders are properly identified, they can be consulted to provide expert advice on project activities so that the project manager can ensure the project stays within the budget and schedule constraints. The problem addressed by this study is that managers fail to properly identify key project stakeholders when using stakeholder theory because there are multiple conflicting definitions for the term stakeholder. Poor stakeholder identification has been linked to multiple negative project outcomes such as budget and schedules overruns, and this problem is heightened in certain industries such as aerospace. The purpose of this qualitative study was to explore project managers' and project stakeholders' perceptions of how they define and use the term stakeholder within the aerospace industry. This qualitative exploratory single-case study had two embedded units of analysis: project managers and project stakeholders. Six aerospace project managers and five aerospace project stakeholders were purposively selected for this study. Data were collected through individual semi-structured interviews with both project managers and project stakeholders. All data were analyzed using Yin's (2011) five-phased cycle approach for qualitative research. The results indicated that the aerospace project managers and project stakeholder define the term stakeholder as "those who do the work of a company." The participants build upon this well-known concept by adding that, "a company should list specific job titles" that correspond to their company specific-stakeholder definition. Results also indicated that the definition of the term stakeholder is used when management is assigning human resources to a project to mitigate or control project risk. Results showed that project managers tended to include the customer in their stakeholder definitions while project stakeholders included a wider range of stakeholders from young employees to union workers. Practical application recommendations, based on the study's findings, include that companies start to develop company-specific definitions of the term stakeholder. Recommendations for future research should focus on exploring how CEOs, executive members, new hires, and hourly workers define and use the term stakeholder in the aerospace industry.

78 FR 16460 - Capital Project Management

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-15

...-0030] RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT... withdrawing its September 13, 2011, Notice of Proposed Rulemaking to revise the agency's project management... will reinitiate a rulemaking for project management oversight in the near future. Additionally, FTA may...

76 FR 56363 - Capital Project Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-09-13

...-0030] RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT... current FTA rule for project management oversight into a discrete set of managerial principles for sponsors of major capital projects; enable FTA to more clearly identify the necessary management capacity...

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.

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 chances for mission success.

24 CFR 990.255 - Overview.

Code of Federal Regulations, 2010 CFR

2010-04-01

... HOUSING OPERATING FUND PROGRAM Asset Management § 990.255 Overview. (a) PHAs shall manage their properties according to an asset management model, consistent with the management norms in the broader multi-family management industry. PHAs shall also implement project-based management, project-based budgeting, and project...

24 CFR 990.255 - Overview.

Code of Federal Regulations, 2011 CFR

2011-04-01

... HOUSING OPERATING FUND PROGRAM Asset Management § 990.255 Overview. (a) PHAs shall manage their properties according to an asset management model, consistent with the management norms in the broader multi-family management industry. PHAs shall also implement project-based management, project-based budgeting, and project...

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.

Financial Management: Development and Management of the Army Game Project

DTIC Science & Technology

2005-08-24

Financial Management Department of Defense Office of Inspector General August 24, 2005 Development and Management of the Army Game Project (D-2005...Management of the Army Game Project 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK...Suggestions) Department of Defense Inspector General 400 Army Navy Drive (Room 801) Arlington, VA 22202-4704 Acronyms AGP Army Game Project FMR

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…

Report on a Knowledge-Based Software Assistant.

DTIC Science & Technology

1983-08-01

maintainers, project managers , and end-users). In this paradigm, software activities, including definition, management , and validation will be...project management . This report also presents a plan for the development of the KBSA, along with a description of the necessary supporting technology...Activity Coordination .. .. .. ..... ...... ..... .... 19 3.2 Project Management and Documentation. .. ... ........ 20 3.2.1 Project Management Facet

49 CFR 633.19 - Financing the PMO program.

Code of Federal Regulations, 2010 CFR

2010-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.19... or entity to provide a project management oversight service in connection with a major capital... project management oversight services under this part will provide for the payment by FTA of 100 percent...

75 FR 77379 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-12-10

... Personnel Management Demonstration Project, Department of Navy, Office of Naval Research; Notice #0;#0..., authorizes the Secretary of Defense (SECDEF) to conduct personnel management demonstration projects at... to execute a process and plan to employ the Department's personnel management demonstration project...

75 FR 30197 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-05-28

... adopt the Naval Research Laboratory (NRL) Personnel Management Demonstration Project with modifications... Secretary of Defense (SECDEF) to conduct personnel management demonstration projects at DoD laboratories... execute a process and plan to employ the personnel management demonstration project authorities granted to...

75 FR 16728 - Beaver Creek Landscape Management Project, Ashland Ranger District, Custer National Forest...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-02

... DEPARTMENT OF AGRICULTURE Forest Service Beaver Creek Landscape Management Project, Ashland Ranger... manner that increases resiliency of the Beaver Creek Landscape Management Project area ecosystem to... requirements to require. The Beaver Creek Landscape Management Project includes treatments previously proposed...

76 FR 67400 - Capital Project Management

Federal Register 2010, 2011, 2012, 2013, 2014

2011-11-01

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

49 CFR 633.19 - Financing the PMO program.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.19... or entity to provide a project management oversight service in connection with a major capital... project management oversight services under this part will provide for the payment by FTA of 100 percent...

49 CFR 633.19 - Financing the PMO program.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.19... or entity to provide a project management oversight service in connection with a major capital... project management oversight services under this part will provide for the payment by FTA of 100 percent...

49 CFR 633.19 - Financing the PMO program.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.19... or entity to provide a project management oversight service in connection with a major capital... project management oversight services under this part will provide for the payment by FTA of 100 percent...

49 CFR 633.19 - Financing the PMO program.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.19... or entity to provide a project management oversight service in connection with a major capital... project management oversight services under this part will provide for the payment by FTA of 100 percent...

A "Sweet 16" of Rules About Teamwork

NASA Technical Reports Server (NTRS)

Laufer, Alexander (Editor)

2002-01-01

The following "Sweet 16" rules included in this paper derive from a longer paper by APPL Director Dr. Edward Hoffman and myself entitled " 99 Rules for Managing Faster, Better, Cheaper Projects." Our sources consisted mainly of "war stories" told by master project managers in my book Simultaneous Management: Managing Projects in a Dynamic Environment (AMACOM, The American Management Association, 1996). The Simultaneous Management model was a result of 10 years of intensive research and testing conducted with the active participation of master project managers from leading private organizations such as AT&T, DuPont, Exxon, General Motors, IBM, Motorola and Procter & Gamble. In a more recent study, led by Dr. Hoffman, we learned that master project managers in leading public organizations employ most of these rules as well. Both studies, in private and public organizations, found that a dynamic environment calls for dynamic management, and that is especially clear in how successful project managers think about their teams.

Draft project management update to the Iowa DOT Project Development Manual : final report.

DOT National Transportation Integrated Search

2016-08-01

This work supported drafting project management guidance for the Iowa Department of Transportation (DOT). The goal is to : incorporate a greater focus on project management in their project development process. : A technical advisory committee (TAC) ...

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A. Volume 14

NASA Technical Reports Server (NTRS)

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

1998-01-01

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

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.

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…

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…

Including information technology project management in the nursing informatics curriculum.

PubMed

Sockolow, Paulina; Bowles, Kathryn H

2008-01-01

Project management is a critical skill for nurse informaticists who are in prominent roles developing and implementing clinical information systems. It should be included in the nursing informatics curriculum, as evidenced by its inclusion in informatics competencies and surveys of important skills for informaticists. The University of Pennsylvania School of Nursing includes project management in two of the four courses in the master's level informatics minor. Course content includes the phases of the project management process; the iterative unified process methodology; and related systems analysis and project management skills. During the introductory course, students learn about the project plan, requirements development, project feasibility, and executive summary documents. In the capstone course, students apply the system development life cycle and project management skills during precepted informatics projects. During this in situ experience, students learn, the preceptors benefit, and the institution better prepares its students for the real world.

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-11

... DEPARTMENT OF AGRICULTURE Forest Service Beaver Creek Landscape Management Project, Ashland Ranger... Impact Statement for the Beaver Creek Landscape Management Project was published in the Federal Register... Responsible Official for the Beaver Creek Landscape Management Project. DATES: The Final Environmental Impact...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-11-09

... Management Project AGENCY: Forest Service, USDA. ACTION: Notice of intent to prepare an environmental impact.... Grantham, Forest Supervisor, Attn: Ben Haupt, Pumice Vegetation Management Project Team Leader, Goosenest... Management Project will recommend implementation of one of the following: (1) The proposed action; (2) an...

75 FR 27865 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-05-18

... of coverage of the AFRL Personnel Demonstration Project to AFRL employees in Business Management and... conduct demonstration projects to determine whether a specified change in personnel management policies or... plan to employ the personnel management demonstration project authorities granted to the Office of...

The Eye Diagram: A New Perspective on the Project Life Cycle

ERIC Educational Resources Information Center

Jiang, Bin; Heiser, Daniel R.

2004-01-01

The project life cycle, a well-established concept in project management literature and education, is used to highlight the dynamic requirements placed on a typical project manager. As a project moves through the selection, planning, execution, and termination phases, the project manager and team are faced with different, vying areas of…

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…

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. © 2010 Society for Risk Analysis.

78 FR 13315 - Bridger-Teton National Forest; Wyoming; Teton to Snake Fuels Management Project

Federal Register 2010, 2011, 2012, 2013, 2014

2013-02-27

... Fuels Management Project AGENCY: Forest Service, USDA. ACTION: Notice of intent to prepare an...) to document the potential effects of the Teton to Snake Fuels Management Project. The analysis will... Caribou-Targhee National Forest. The Teton to Snake Fuels Management Project was previously scoped and...

76 FR 34091 - Notice of Proposed Information Collection: Comment Request; Form HUD-9834 Management Review for...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-06-10

... Information Collection: Comment Request; Form HUD-9834 Management Review for Multifamily Housing Projects... (CAs) to evaluate the quality of project management; determine the causes of project problems; devise... Management Review for Multifamily Housing Projects. Estimation of the total numbers of hours needed to...

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 documents...

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 arranged...

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 arranged...

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 arranged...

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 arranged...

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 arranged...

An Innovative, Experiential-Learning Project for Sales Management and Professional Selling Students

ERIC Educational Resources Information Center

Chapman, Joseph; Schetzsle, Stacey; Wahlers, Russell

2016-01-01

This article presents an innovative, experiential-learning project that incorporates students from two different courses: sales management and professional selling. Sales management students actually manage sales students on an outside sales project. Students apply classroom knowledge to a real-life sales project for a local community…

I-15 integrated corridor management system : project management plan.

DOT National Transportation Integrated Search

2011-06-01

The Project Management Plan (PMP) assists the San Diego ICM Team by defining a procedural framework for management and control of the I-15 Integrated Corridor Management Demonstration Project, and development and deployment of the ICM System. The PMP...

75 FR 63434 - Kootenai National Forest, Lincoln County, Montana; Grizzly Vegetation and Transportation...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-10-15

...; Grizzly Vegetation and Transportation Management Project AGENCY: Forest Service, USDA. [[Page 63435... Vegetation and Transportation Management Project (Grizzly Project). The Grizzly Project includes vegetation... management changes, including road decommissioning. The project is located in the Grizzly planning subunit on...

An IS Project Management Course Project

ERIC Educational Resources Information Center

Frank, Ronald L.

2010-01-01

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

5 CFR 470.311 - Final project approval.

Code of Federal Regulations, 2010 CFR

2010-01-01

... MANAGEMENT RESEARCH PROGRAMS AND DEMONSTRATIONS PROJECTS Regulatory Requirements Pertaining to Demonstration Projects § 470.311 Final project approval. (a) The Office of Personnel Management will consider all timely...) The Office of Personnel Management shall provide a copy of the final version of the project plan to...

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.

Project Manager Personality as a Factor for Success

DTIC Science & Technology

2008-03-01

the project manager includes planning , 1 organizing, directing, and controlling the project (Program Management Institute, 2004; Kerzner, 2006). By...programs identified 5 percent cost growth per year from 2004 to 2007, costing $165 billion dollars more than originally planned (United States...Bjeirmi, 1996) and point out that good project managers can "contribute to project success, but are unlikely to prevent failure" ( de Witt, 1988, p

United States Army Medical Materiel Development Activity: 1997 Annual Report.

DTIC Science & Technology

1997-01-01

business planning and execution information management system (Project Management Division Database ( PMDD ) and Product Management Database System (PMDS...MANAGEMENT • Project Management Division Database ( PMDD ), Product Management Database System (PMDS), and Special Users Database System:The existing...System (FMS), were investigated. New Product Managers and Project Managers were added into PMDS and PMDD . A separate division, Support, was

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.

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

NASA Astrophysics Data System (ADS)

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

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

Adoption of Building Information Modelling in project planning risk management

NASA Astrophysics Data System (ADS)

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

2017-11-01

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

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)

Critical Chain Exercises

ERIC Educational Resources Information Center

Doyle, John Kevin

2010-01-01

Critical Chains project management focuses on holding buffers at the project level vs. task level, and managing buffers as a project resource. A number of studies have shown that Critical Chain project management can significantly improve organizational schedule fidelity (i.e., improve the proportion of projects delivered on time) and reduce…

49 CFR 633.21 - Basic requirement.

Code of Federal Regulations, 2010 CFR

2010-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.21 Basic requirement. (a) If a project meets the definition of major capital project, the recipient shall submit a project management plan prepared in accordance with § 633.25 of this part, as a condition of Federal financial...

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…

49 CFR 633.21 - Basic requirement.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.21 Basic requirement. (a) If a project meets the definition of major capital project, the recipient shall submit a project management plan prepared in accordance with § 633.25 of this part, as a condition of Federal financial...

49 CFR 633.21 - Basic requirement.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.21 Basic requirement. (a) If a project meets the definition of major capital project, the recipient shall submit a project management plan prepared in accordance with § 633.25 of this part, as a condition of Federal financial...

49 CFR 633.21 - Basic requirement.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.21 Basic requirement. (a) If a project meets the definition of major capital project, the recipient shall submit a project management plan prepared in accordance with § 633.25 of this part, as a condition of Federal financial...

49 CFR 633.21 - Basic requirement.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.21 Basic requirement. (a) If a project meets the definition of major capital project, the recipient shall submit a project management plan prepared in accordance with § 633.25 of this part, as a condition of Federal financial...

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.

Project Communication in Functions, Process and Project-Oriented Industiral Companies

NASA Astrophysics Data System (ADS)

Samáková, Jana; Koltnerová, Kristína; Rybanský, Rudolf

2012-12-01

The article is focused on the project communication management. Industrial enterprises, which use project management must constantly search the new ways for improving. One of the possibilities is the change of management from a functional oriented to the projectoriented or process-oriented. Process-oriented and project-oriented companies have better project communication management during the all project life cycle. Communication in the project is a very important factor. According to the arguments of several authors, one of the biggest problem is that threaten the success of the project is just the communication. In each project is an important pillar - and that is communication. Only on the base of communication can the project move forward and achieve the target.

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…

Educational Project Management Instructional System. Module One. Project Management Executive Orientation.

ERIC Educational Resources Information Center

Cummings, C. Peter; Cook, Desmond L.

This module is the first in a self-instructional program designed to train public school personnel in how to manage educational projects. These may include federally funded projects (such as Title I projects), court-ordered programs (such as a desegregation plan), or locally initiated projects (such as a new math program). The purpose of this…

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

DOE Office of Scientific and Technical Information (OSTI.GOV)

Jacobsen, P.H.

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.

Quality of Project Management Education and Training Programmes

NASA Astrophysics Data System (ADS)

Bodea, Constanta-Nicoleta; Dascalu, Maria; Coman, Melania

The paper refers to the factors which influence the quality of training and education on project management. A survey was made and the main results are presented. 81 % of the responses came from China. The rest were professionals of different EU nationalities. The percentage of Project Managers who answered the questions is rather low - 8%. In the "Others" category, we have software developers, financial managers and professors, who are involved in both training on project management, but also as team members or team managers in projects, thus ensuring a balanced overview of both theory and practical issues.

75 FR 53347 - Cooperative Agreements Under the Disability Employment Initiative; Solicitation for Grant...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-31

... amendment is to correct language related to the number of points for Project Management to be consistent.... Delete the following text: 4. Project Management (10 points) Add the following text: Project Management... follows: 4. This amendment is to correct language related to the number of points for Project Management...

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.…

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 level...

76 FR 22075 - Divide Ranger District, Rio Grande National Forest; CO; Black Mesa Vegetation Management Project

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-20

... Ranger District, Rio Grande National Forest; CO; Black Mesa Vegetation Management Project AGENCY: Forest... Web site http://www.fs.usda.gov/riogrande under ``Land & Resource Management'', then ``Projects'' on... need for the Black Mesa Vegetation Management Project is move toward achieving long-term desired...

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…

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. (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 DC...

48 CFR 301.607-78 - Contracting Officer designation of a Program/Project Manager as the Contracting Officer's...

Code of Federal Regulations, 2010 CFR

2010-10-01

... designation of a Program/Project Manager as the Contracting Officer's Technical Representative. 301.607-78... Contracting Officer designation of a Program/Project Manager as the Contracting Officer's Technical... acquisition. However, for those individuals serving as a Program or Project Manager under a FAC-P/PM...

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 level...

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 level...

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 level...

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 level...

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.

Short Duration Emergency Incidents Managed as Projects

NASA Astrophysics Data System (ADS)

Nixon, Thomas J.

Emergency incidents have historically been managed by experience and some directional principles usually found in SOPs/SOGs or other pre-incident planning documents. The use of experience has the risk of bias influencing the decisions being made in truly life or death situations. Responders of disasters, long duration emergency incidents, are often equipped with a framework adapted to the project management lifecycle to assure the project priorities are adequately addressed. The disaster framework provides for savings from risk, loss, waste. This research is demonstrating the ability and reasoning to develop a framework to address short duration emergency incidents and expand the events that can be managed as a project. The research of the literature found that a framework can be applied to the project management lifecycle and the priorities of a short duration emergency incident can be managed as a project. The limitations of not having the ability to conduct empirical testing and the risks of not developing a formal implementation plan are discussed. Short duration emergency incidents are found to be capable of being managed as projects and will benefit from the effectiveness of project management methodologies.

Charleston Harbor, SC, Regional Sediment Management Study; Beneficial Use of Dredged Material through Nearshore Placement

DTIC Science & Technology

2017-05-01

Project 454632, “Charleston Harbor, SC, Regional Sediment Management Study” Project . The HQUSACE RSM Program Manager was Ms. Linda S. Lillycrop, U.S. Army...objective of the U.S. Army Corps of Engineers (USACE) RSM Program is to improve the management of sediments across multiple projects , manage sediments as a...optimize use of sediments and streamline projects . The adaptive management strategies are developed and implemented through application of the best

Charleston Harbor, SC, Regional Sediment Management Study: Beneficial Use of Dredged Material through Nearshore Placement

DTIC Science & Technology

2017-05-01

Project 454632, “Charleston Harbor, SC, Regional Sediment Management Study” Project . The HQUSACE RSM Program Manager was Ms. Linda S. Lillycrop, U.S. Army...objective of the U.S. Army Corps of Engineers (USACE) RSM Program is to improve the management of sediments across multiple projects , manage sediments as a...optimize use of sediments and streamline projects . The adaptive management strategies are developed and implemented through application of the best

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

DOE Office of Scientific and Technical Information (OSTI.GOV)

NONE

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, whichmore » is the focus of this handbook.« less

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.

Influence of the economy crisis on project cost management

NASA Astrophysics Data System (ADS)

Simankina, Tatyana; Ćetković, Jasmina; Verstina, Natalia; Evseev, Evgeny

2017-10-01

Economy crisis significantly affects primarily the project cost management. The article considers the problems of project management in the field of housing under conditions of economy crisis. Project budgets are reduced, their mutual interference grows and framework of risks changes. Apparently, specific approaches are required to be developed to optimize the expenses and guarantee the project implementation within the approved budget. There is considered domestic and foreign experience in terms of project cost management with involvement of BIM technologies.

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

PubMed

Beukers, Margot W

2011-02-01

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

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…

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.

Automated support for experience-based software management

NASA Technical Reports Server (NTRS)

Valett, Jon D.

1992-01-01

To effectively manage a software development project, the software manager must have access to key information concerning a project's status. This information includes not only data relating to the project of interest, but also, the experience of past development efforts within the environment. This paper describes the concepts and functionality of a software management tool designed to provide this information. This tool, called the Software Management Environment (SME), enables the software manager to compare an ongoing development effort with previous efforts and with models of the 'typical' project within the environment, to predict future project status, to analyze a project's strengths and weaknesses, and to assess the project's quality. In order to provide these functions the tool utilizes a vast corporate memory that includes a data base of software metrics, a set of models and relationships that describe the software development environment, and a set of rules that capture other knowledge and experience of software managers within the environment. Integrating these major concepts into one software management tool, the SME is a model of the type of management tool needed for all software development organizations.

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.

75 FR 49456 - Chequamegon-Nicolet National Forest; Wisconsin, Phelps Vegetation and Transportation Management...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-13

... Vegetation and Transportation Management Project AGENCY: Forest Service, USDA. ACTION: Notice of intent to... land management activities. The Phelps Vegetation and Transportation Management Project area is... Transportation Management Project.'' It is important that reviewers provide their comments at such times and in...

Integrating Organizational Learning and Business Praxis: A Case for Intelligent Project Management.

ERIC Educational Resources Information Center

Cavaleri, Steven A.; Fearon, David S.

2000-01-01

Project management provides a natural home for organizational learning, freeing it from mechanical processes. Organizational learning plays a critical role in intelligent project management, which combines manageability, performance outcomes of knowledge management, and innovation. Learning should be integrated into an organization's core…

Design, implementation and migration of security systems as an extreme project.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Scharmer, Carol; Trujillo, David

2010-08-01

Decision Trees, algorithms, software code, risk management, reports, plans, drawings, change control, presentations, and analysis - all useful tools and efforts but time consuming, resource intensive, and potentially costly for projects that have absolute schedule and budget constraints. What are necessary and prudent efforts when a customer calls with a major security problem that needs to be fixed with a proven, off-the-approval-list, multi-layered integrated system with high visibility and limited funding and expires at the end of the Fiscal Year? Whether driven by budget cycles, safety, or by management decree, many such projects begin with generic scopes and funding allocatedmore » based on a rapid management 'guestimate.' Then a Project Manager (PM) is assigned a project with a predefined and potentially limited scope, compressed schedule, and potentially insufficient funding. The PM is tasked to rapidly and cost effectively coordinate a requirements-based design, implementation, test, and turnover of a fully operational system to the customer, all while the customer is operating and maintaining an existing security system. Many project management manuals call this an impossible project that should not be attempted. However, security is serious business and the reality is that rapid deployment of proven systems via an 'Extreme Project' is sometimes necessary. Extreme Projects can be wildly successful but require a dedicated team of security professionals lead by an experienced project manager using a highly-tailored and agile project management process with management support at all levels, all combined with significant interface with the customer. This paper does not advocate such projects or condone eliminating the valuable analysis and project management techniques. Indeed, having worked on a well-planned project provides the basis for experienced team members to complete Extreme Projects. This paper does, however, provide insight into what it takes for projects to be successfully implemented and accepted when completed under extreme conditions.« less

Design implementation and migration of security systems as an extreme project.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Scharmer, Carol

2010-10-01

Decision Trees, algorithms, software code, risk management, reports, plans, drawings, change control, presentations, and analysis - all useful tools and efforts but time consuming, resource intensive, and potentially costly for projects that have absolute schedule and budget constraints. What are necessary and prudent efforts when a customer calls with a major security problem that needs to be fixed with a proven, off-the-approval-list, multi-layered integrated system with high visibility and limited funding and expires at the end of the Fiscal Year? Whether driven by budget cycles, safety, or by management decree, many such projects begin with generic scopes and funding allocatedmore » based on a rapid management 'guestimate.' Then a Project Manager (PM) is assigned a project with a predefined and potentially limited scope, compressed schedule, and potentially insufficient funding. The PM is tasked to rapidly and cost effectively coordinate a requirements-based design, implementation, test, and turnover of a fully operational system to the customer, all while the customer is operating and maintaining an existing security system. Many project management manuals call this an impossible project that should not be attempted. However, security is serious business and the reality is that rapid deployment of proven systems via an 'Extreme Project' is sometimes necessary. Extreme Projects can be wildly successful but require a dedicated team of security professionals lead by an experienced project manager using a highly-tailored and agile project management process with management support at all levels, all combined with significant interface with the customer. This paper does not advocate such projects or condone eliminating the valuable analysis and project management techniques. Indeed, having worked on a well-planned project provides the basis for experienced team members to complete Extreme Projects. This paper does, however, provide insight into what it takes for projects to be successfully implemented and accepted when completed under extreme conditions.« less

Exploitation and Benefits of BIM in Construction Project Management

NASA Astrophysics Data System (ADS)

Mesároš, Peter; Mandičák, Tomáš

2017-10-01

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

ASK Magazine. No. 12

NASA Technical Reports Server (NTRS)

Laufer, Alexander (Editor); Post, Todd (Editor); Brady, Jody Lannen (Editor)

2003-01-01

Welcome to the Academy of Program and Project Leadership (APPL) and ASK Magazine. APPL helps NASA managers and project teams accomplish today's missions and meet tomorrow's challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportunities for project management collaboration with universities, professional associations, industry partners and other government agencies. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, smaLl projects-they're ali here in ASK. Stories in this issue include: Earthly Considerations on Mars, Getting Politically Active, Stumping for the Project, Grins & Giggles: The Launch Pad to High Performance, Transfer Wisdom Workshops: Coming to a NASA Center Near You, Project Management: The Television Show, Lessons Learned Again and Again and Again, Implementation Reviews, ASK Talks with Dr. Michael Hecht, and What Is This Fourth Dimension?.

Methods and Management of the Healthy Brain Study: A Large Multisite Qualitative Research Project

ERIC Educational Resources Information Center

Laditka, Sarah B.; Corwin, Sara J.; Laditka, James N.; Liu, Rui; Friedman, Daniela B.; Mathews, Anna E.; Wilcox, Sara

2009-01-01

Purpose of the study: To describe processes used in the Healthy Brain project to manage data collection, coding, and data distribution in a large qualitative project, conducted by researchers at 9 universities in 9 states. Design and Methods: Project management protocols included: (a) managing audiotapes and surveys to ensure data confidentiality,…

Homeless Veterans: Management Improvements Could Help VA Better Identify Supportive Housing Projects

DTIC Science & Technology

2016-12-01

HOMELESS VETERANS Management Improvements Could Help VA Better Identify Supportive-Housing Projects Report to...VETERANS Management Improvements Could Help VA Better Identify Supportive-Housing Projects What GAO Found As of September 2016, for veterans who...disabled veterans. These supportive-housing EULs receive project -based HUD-VASH vouchers, which provide housing subsidies, on-site case management

7 CFR Guide 1 to Subpart G of... - Project Management Agreement Between the ____ Regional Commission and the Farmers Home...

Code of Federal Regulations, 2010 CFR

2010-01-01

... 7 Agriculture 13 2010-01-01 2009-01-01 true Project Management Agreement Between the ____ Regional... Guide 1 to Subpart G of Part 1942—Project Management Agreement Between the ____ Regional Commission and... successor agency under Public Law 103-354, in concurring to this Project Management Agreement, hereby...

Finance and supply management project execution plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

BENNION, S.I.

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.

Civilian Agency Industry Working Group EVM World Update

NASA Technical Reports Server (NTRS)

Kerby, Jerald

2013-01-01

Objectives include: Promote the use of standards ]based, objective, and quantitative systems for managing projects and programs in the federal government. Understand how civilian agencies in general, manage their projects and programs. Project management survey expected to go out soon to civilian agencies. Describe how EVM and other best practices can be applied by the government to better manage its project and programs irrespective of whether work is contracted out or the types of contracts employed. Develop model policies aimed at project and program managers that are transportable across the government.

Research on Risk Manage of Power Construction Project Based on Bayesian Network

NASA Astrophysics Data System (ADS)

Jia, Zhengyuan; Fan, Zhou; Li, Yong

With China's changing economic structure and increasingly fierce competition in the market, the uncertainty and risk factors in the projects of electric power construction are increasingly complex, the projects will face huge risks or even fail if we don't consider or ignore these risk factors. Therefore, risk management in the projects of electric power construction plays an important role. The paper emphatically elaborated the influence of cost risk in electric power projects through study overall risk management and the behavior of individual in risk management, and introduced the Bayesian network to the project risk management. The paper obtained the order of key factors according to both scene analysis and causal analysis for effective risk management.

Research Summary: Projecting Vegetation and Wildfire Response to Changing Climate and Fire Management in Interior Alaska

DTIC Science & Technology

2016-08-21

USER GUIDE Research Summary: Projecting Vegetation and Wildfire Response to Changing Climate and Fire Management in Interior Alaska SERDP Project...Summary: Projecting Vegetation and Wildfire Response to Changing Climate and Fire Management in Interior Alaska 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER...forecast landscape change in response to projected changes in climate , fire regime, and fire management. 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF

Examining the Perceived Value of Integration of Earned Value Management with Risk Management-Based Performance Measurement Baseline

ERIC Educational Resources Information Center

Shah, Akhtar H.

2014-01-01

Many projects fail despite the use of evidence-based project management practices such as Performance Measurement Baseline (PMB), Earned Value Management (EVM) and Risk Management (RM). Although previous researchers have found that integrated project management techniques could be more valuable than the same techniques used by themselves, these…

Utilization of Information Provided by the Wisconsin Management System.

ERIC Educational Resources Information Center

Rossmiller, Richard A.

The management system developed by the Wisconsin Center for Cognitive Learning (CCL) is useful to principal investigators of individual projects for proposal development, project management, and project reporting, as well as to the CCL management for program planning, program management, and reporting to funding agencies. The system aids proposal…

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…

25 CFR 1000.240 - What construction programs included in an AFA are subject to this subpart?

Code of Federal Regulations, 2010 CFR

2010-04-01

..., coordination, responsibility for the construction project, day-to-day on-site management on site-management and administration of the project, which may include cost management, project budgeting, project scheduling and... Tribal, facilities and projects. (b) The following programs and activities are not construction programs...

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…

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…

Library Digitisation Project Management.

ERIC Educational Resources Information Center

Middleton, Michael

Supervision of library digitization is the focus of this paper. First outlined are the definition, formalization, implementation, and completion phases of project management. Descriptions of management decisions involved in digitization projects follow on matters such as: collection analysis, resourcing, project personnel, production, access and…

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.

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.

Development of high-rise buildings: digitalization of life cycle management

NASA Astrophysics Data System (ADS)

Gusakova, Elena

2018-03-01

The analysis of the accumulated long-term experience in the construction and operation of high-rise buildings reveals not only the engineering specificity of such projects, but also systemic problems in the field of project management. Most of the project decisions are made by the developer and the investor in the early stages of the life cycle - from the acquisition of the site to the start of operation, so most of the participants in the construction and operation of the high-rise building are far from the strategic life-cycle management of the project. The solution of these tasks due to the informatization of management has largely exhausted its efficiency resource. This is due to the fact that the applied IT-systems automated traditional "inherited" processes and management structures, and, in addition, they were focused on informatization of the activities of the construction company, rather than the construction project. Therefore, in the development of high-rise buildings, the tasks of researching approaches and methods for managing the full life cycle of projects that will improve their competitiveness become topical. For this purpose, the article substantiates the most promising approaches and methods of informational modeling of high-rise construction as a basis for managing the full life cycle of this project. Reengineering of information interaction schemes for project participants is considered; formation of a unified digital environment for the life cycle of the project; the development of systems for integrating data management and project management.

Alaska Department of Natural Resources

Science.gov Websites

Department of Natural Resources logo Department of Natural Resources Office of Project Management & Restoration Coastal Impact Assistance Program Natural Resources / Office of Project Management & ; Permitting Welcome to the Office of Project Management & Permitting Large Project Coordination The

49 CFR 633.1 - Purpose.

Code of Federal Regulations, 2010 CFR

2010-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.1 Purpose. This part implements section 324... receiving assistance from the agency. First, subpart B discusses project management oversight, designed..., subpart C discusses the project management plan (PMP) required of all major capital projects. The PMP is...

49 CFR 633.1 - Purpose.

Code of Federal Regulations, 2012 CFR

2012-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.1 Purpose. This part implements section 324... receiving assistance from the agency. First, subpart B discusses project management oversight, designed..., subpart C discusses the project management plan (PMP) required of all major capital projects. The PMP is...

49 CFR 633.1 - Purpose.

Code of Federal Regulations, 2011 CFR

2011-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.1 Purpose. This part implements section 324... receiving assistance from the agency. First, subpart B discusses project management oversight, designed..., subpart C discusses the project management plan (PMP) required of all major capital projects. The PMP is...

49 CFR 633.1 - Purpose.

Code of Federal Regulations, 2013 CFR

2013-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.1 Purpose. This part implements section 324... receiving assistance from the agency. First, subpart B discusses project management oversight, designed..., subpart C discusses the project management plan (PMP) required of all major capital projects. The PMP is...

49 CFR 633.1 - Purpose.

Code of Federal Regulations, 2014 CFR

2014-10-01

... TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT General Provisions § 633.1 Purpose. This part implements section 324... receiving assistance from the agency. First, subpart B discusses project management oversight, designed..., subpart C discusses the project management plan (PMP) required of all major capital projects. The PMP is...

Management evolution in the LSST project

NASA Astrophysics Data System (ADS)

Sweeney, Donald; Claver, Charles; Jacoby, Suzanne; Kantor, Jeffrey; Krabbendam, Victor; Kurita, Nadine

2010-07-01

The Large Synoptic Survey Telescope (LSST) project has evolved from just a few staff members in 2003 to about 100 in 2010; the affiliation of four founding institutions has grown to 32 universities, government laboratories, and industry. The public private collaboration aims to complete the estimated $450 M observatory in the 2017 timeframe. During the design phase of the project from 2003 to the present the management structure has been remarkably stable. At the same time, the funding levels, staffing levels and scientific community participation have grown dramatically. The LSSTC has introduced project controls and tools required to manage the LSST's complex funding model, technical structure and distributed work force. Project controls have been configured to comply with the requirements of federal funding agencies. Some of these tools for risk management, configuration control and resource-loaded schedule have been effective and others have not. Technical tasks associated with building the LSST are distributed into three subsystems: Telescope & Site, Camera, and Data Management. Each sub-system has its own experienced Project Manager and System Scientist. Delegation of authority is enabling and effective; it encourages a strong sense of ownership within the project. At the project level, subsystem management follows the principle that there is one Board of Directors, Director, and Project Manager who have overall authority.

Project management process.

DOT National Transportation Integrated Search

2007-03-01

This course provides INDOT staff with foundational knowledge and skills in project management principles and methodologies. INDOTs project management processes provide the tools for interdisciplinary teams to efficiently and effectively deliver pr...

Enhanced Capabilities for Subcritical Experiments (ECSE) Risk Management Plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Urban, Mary Elizabeth

Risk is a factor, element, constraint, or course of action that introduces an uncertainty of outcome that could impact project objectives. Risk is an inherent part of all activities, whether the activity is simple and small, or large and complex. Risk management is a process that identifies, evaluates, handles, and monitors risks that have the potential to affect project success. The risk management process spans the entire project, from its initiation to its successful completion and closeout, including both technical and programmatic (non-technical) risks. This Risk Management Plan (RMP) defines the process to be used for identifying, evaluating, handling, andmore » monitoring risks as part of the overall management of the Enhanced Capabilities for Subcritical Experiments (ECSE) ‘Project’. Given the changing nature of the project environment, risk management is essentially an ongoing and iterative process, which applies the best efforts of a knowledgeable project staff to a suite of focused and prioritized concerns. The risk management process itself must be continually applied throughout the project life cycle. This document was prepared in accordance with DOE O 413.3B, Program and Project Management for the Acquisition of Capital Assets, its associated guide for risk management DOE G 413.3-7, Risk Management Guide, and LANL ADPM AP-350-204, Risk and Opportunity Management.« less

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…

Is your organization project management savvy?

PubMed

Wolff, Pam

2003-01-01

As corporations struggle to gain better control and use of organizational resources in a rapidly changing business environment, they're finding that project management is an efficacious discipline for supporting strategic initiatives and achieving business goals. Successful project management requires an understanding of the business drivers, the organizational structure, the benefits of centralizing project management, and the factors that could impact performance.

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)

Why Don't They Just Give Us Money? Project Cost Estimating and Cost Reporting

NASA Technical Reports Server (NTRS)

Comstock, Douglas A.; Van Wychen, Kristin; Zimmerman, Mary Beth

2015-01-01

Successful projects require an integrated approach to managing cost, schedule, and risk. This is especially true for complex, multi-year projects involving multiple organizations. To explore solutions and leverage valuable lessons learned, NASA's Virtual Project Management Challenge will kick off a three-part series examining some of the challenges faced by project and program managers when it comes to managing these important elements. In this first session of the series, we will look at cost management, with an emphasis on the critical roles of cost estimating and cost reporting. By taking a proactive approach to both of these activities, project managers can better control life cycle costs, maintain stakeholder confidence, and protect other current and future projects in the organization's portfolio. Speakers will be Doug Comstock, Director of NASA's Cost Analysis Division, Kristin Van Wychen, Senior Analyst in the GAO Acquisition and Sourcing Management Team, and Mary Beth Zimmerman, Branch Chief for NASA's Portfolio Analysis Branch, Strategic Investments Division. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).

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.

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.

Less of Me

NASA Technical Reports Server (NTRS)

Owen, Tim

2002-01-01

The author warns that micromanagement of projects can provoke defensive attitudes among employees, and inhibits their professional development. Nevertheless, project managers should still demand some accountability from their subordinates. The article draws upon his own experiences as a NASA project manager and under NASA project managers for these lessons.

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,…

49 CFR 633.17 - PMO contractor eligibility.

Code of Federal Regulations, 2010 CFR

2010-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.17 PMO contractor eligibility. (a) Any person or entity may provide project management oversight services in connection with a major capital project, with the following exceptions: (1) An entity may not provide PMO...

49 CFR 633.17 - PMO contractor eligibility.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.17 PMO contractor eligibility. (a) Any person or entity may provide project management oversight services in connection with a major capital project, with the following exceptions: (1) An entity may not provide PMO...

49 CFR 633.17 - PMO contractor eligibility.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.17 PMO contractor eligibility. (a) Any person or entity may provide project management oversight services in connection with a major capital project, with the following exceptions: (1) An entity may not provide PMO...

49 CFR 633.17 - PMO contractor eligibility.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.17 PMO contractor eligibility. (a) Any person or entity may provide project management oversight services in connection with a major capital project, with the following exceptions: (1) An entity may not provide PMO...

49 CFR 633.17 - PMO contractor eligibility.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.17 PMO contractor eligibility. (a) Any person or entity may provide project management oversight services in connection with a major capital project, with the following exceptions: (1) An entity may not provide PMO...

78 FR 63491 - Central Valley Project Improvement Act, Water Management Plans

Federal Register 2010, 2011, 2012, 2013, 2014

2013-10-24

... Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are available for review: Westside... project contractors using best available cost-effective technology and best management practices.'' These...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2013-04-10

... Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The following Water Management Plans are available for review... establish and administer an office on Central Valley Project water conservation best management practices...

ASK Magazine. No. 14

NASA Technical Reports Server (NTRS)

Laufer, Alexander (Editor); Post, Todd (Editor); Brady, Jody Lannen (Editor)

2003-01-01

Academy of Program and Project Leadership (APPL) and ASK Magazine helps NASA managers and project teams accomplish today's missions and meet tomorrow's challenges by providing performance enhancement services and tools, supporting career development programs, sponsoring knowledge sharing events and publications, and creating opportunities for project management collaboration with universities, professional associations, industry partners, and other government agencies. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the best of the best project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, small projects - they're all here in ASK. Please direct all inquiries about ASK Magazine editorial policy to Todd Post, EduTech Ltd., 8455 Colesville Rd., Suite 930, Silver Spring, MD 20910, (301) 585-1030; or email to tpost@edutechltd.com.

Reengineering outcomes management: an integrated approach to managing data, systems, and processes.

PubMed

Neuman, K; Malloch, K; Ruetten, V

1999-01-01

The integration of outcomes management into organizational reengineering projects is often overlooked or marginalized in proportion to the entire project. Incorporation of an integrated outcomes management program strengthens the overall quality of reengineering projects and enhances their sustainability. This article presents a case study in which data, systems, and processes were reengineered to form an effective Outcomes Management program as a component of the organization's overall project. The authors describe eight steps to develop and monitor an integrated outcomes management program. An example of an integrated report format is included.

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.

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.

Examining the Challenging Hindrances facing in the Construction Projects: South India’s Perspective

NASA Astrophysics Data System (ADS)

Subramanyam, K.; Haridharan, M. K.

2017-07-01

Developing countries like India require a huge infrastructure to facilitate needs of the people. Construction industry provides several opportunities to the individuals. Construction manager work is to supervise and organize the construction activities in construction projects. Now a day construction manager facing challenges. This paper aimed to study the challenges facing by the construction manager in the perception of construction professionals. 39 variables were taken from the literature review which found to be severe impact on construction managers’ performance. Construction manager, project manager and site engineers are the respondents for this survey. Using SPSS, regression analysis was done and recognized significant challenges. These challenges were classified into 5 domains. In management challenges, resource availability and allocation, risks and uncertainties existing in the project onsite, top management support and cost constraints are the most significant variables. In skills requirement of a construction manager challenges, technical skills required to learn and adapt new technology in the project, decision making and planning according to the situation in site are the most significant variables. In performance challenges, implementation of tasks according to the plan is the important variable whereas in onsite challenges, manage project risks, develop project policies and procedures are the most important.

Advanced project management : training manual.

DOT National Transportation Integrated Search

2006-07-14

This course identifies the principles and methodologies adopted by the Indiana Department of Transportation (INDOT) to support successful project management and delivery. Project management requires the application of knowledge, skills, tools, and te...

Quantitative Correlational Study: Emotional Intelligence and Project Outcomes among Hispanics in Technology

ERIC Educational Resources Information Center

Trejo, Arturo

2013-01-01

The present quantitative correlational research study explored relationships between Emotional Intelligence (EI) competencies, such as self-awareness, self-management, social awareness, and relationship management, and project management outcomes: scope creep, in-budget project cost, and project timeliness. The study was conducted within the…

5 CFR 470.311 - Final project approval.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 470.311 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL... Projects § 470.311 Final project approval. (a) The Office of Personnel Management will consider all timely...) The Office of Personnel Management shall provide a copy of the final version of the project plan to...

5 CFR 470.103 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Project means a project conducted by the Office of Personnel Management, or under its supervision, to... Federal personnel management (5 U.S.C. 4701). The project must require the waiver of a provision of law... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL MANAGEMENT RESEARCH...

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…

Day-to-day management of EU projects: Implementation of a local manager network to secure knowledge transfer

NASA Astrophysics Data System (ADS)

Hoffmann, Friederike; Meyer, Stefanie; de Vareilles, Mahaut

2017-04-01

In the past years there has been a strong push in Norway for increasing participation in the EU Framework Programmes for Research and Innovation. EU projects coordinated by the University of Bergen (UiB) usually receive management support from the central administration (mostly financial) in collaboration with a full- or part-time scientific project manager working on a fixed-term contract at the same institute as the project's principal scientist. With an increasing amount of granted EU projects, the number of scientific project managers employed across the whole university has also increased, and a need for coordination and professionalization of this service became obvious. Until recently, UiB had no unified structures and routines for training of newly recruited project managers, or for archiving and transferring routines and skills after the end of the project and the manager's employment contract. To overcome this administrative knowledge gap, the "Forum for scientific EU project managers at UiB" was founded in spring 2016 as an informal communication platform. Its purpose is to bring together current and previous scientific EU project managers from different disciplines to share their experiences. The main aim of the forum is to transfer and improve knowledge, skills and routines on effective management of EU funded projects, but also to function as a discussion forum where issues arising from handling international consortia can be reviewed. The group meets monthly and discusses current challenges from on-going EU projects as well as routines for specific project operation tasks. These routines are archived in an online best-practise guide which the group currently develops. The regular personal meetings are supplemented with an intense communication via a group mailing list and several individual mail- and phone-meetings. Since lessons learned during project implementation may improve future proposals, UiB research advisors for proposal support frequently interact with the members of the forum. The forum is also used to spread relevant information received from other sources. We already realize that the forum and its products lead to increased competence of scientific EU project managers and research advisors at UiB. To further harvest these synergy effects, we aim to increase our interaction with similar groups, networks, and online platforms in and beyond Europe.

Choosing and Developing the Right Leadership Styles for Projects

NASA Technical Reports Server (NTRS)

Mueller, Ralf

2008-01-01

Analyzing extensive questionnaires completed by 400 project management professionals, Professor Rodney Turner of the Lille Graduate School of Management and I have identified competencies that contribute significantly to project management success. Our research helps define the managerial and emotional competencies needed to make projects work. We also found that different kinds of projects call for different combinations of competencies.

Building Excellence in Project Execution: Integrated Project Management

DTIC Science & Technology

2015-04-30

challenge by adopting and refining the CMMI Model and building the tenets of integrated project management (IPM) into project planning and execution...Systems Center Pacific (SSC Pacific) is addressing this challenge by adopting and refining the CMMI Model, and building the tenets of integrated project...successfully managing stakeholder expectations and meeting requirements. Under the Capability Maturity Model Integration ( CMMI ), IPM is defined as

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…

2017 TRIAD Small Business Advisory Panel

DTIC Science & Technology

2017-10-11

government service in 2007 as the Science & Technology (S&T) Project Manager for the United States Navy’s Unmanned Maritime Systems Program Office...National Renewable Energy Laboratory (NREL) as a Program Manager for over 110 energy and water projects on military installations. He worked... management , project management , program management , donor relation service, contract and subcontract policy development and implementation, data integrity

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…

NASA Schedule Management Handbook

NASA Technical Reports Server (NTRS)

2011-01-01

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

Shared Voyage: Learning and Unlearning from Remarkable Projects

NASA Technical Reports Server (NTRS)

Laufer, Alexander; Post, Todd; Hoffman, Edward J.

2005-01-01

Shared Voyage is about four remarkable projects: the Advanced Composition Explorer (NASA), the Joint Air-to-Surface Standoff Missile (U.S. Air Force), the Pathfinder Solar-Powered Airplane (NASA), and the Advanced Medium Range Air-to-Air Missile (U.S.Air Force). Each project is presented as a case study comprised of stories collected from key members of the project teams. The stories found in the book are included with the purpose of providing an effective learning source for project management, encouraging the unlearning of outdated project management concepts, and enhancing awareness of the contexts surrounding different projects. Significantly different from project concepts found in most project management literature, Shared Voyage highlights concepts like a will to win, a results-oriented focus, and collaboration through trust. All four project teams researched in this study applied similar concepts; however, they applied them differently, tailoring them to fit the context of their own particular projects. It is clear that the one best way approach which is still the prevailing paradigm in project management literature should be replaced by a new paradigm: Even though general project management principles exist, their successful application depends on the specifics of the situation.

Using Focused Laboratory Management and Quality Improvement Projects to Enhance Resident Training and Foster Scholarship

PubMed Central

Ford, Bradley A.; Klutts, J. Stacey; Jensen, Chris S.; Briggs, Angela S.; Robinson, Robert A.; Bruch, Leslie A.; Karandikar, Nitin J.

2017-01-01

Training in patient safety, quality, and management is widely recognized as an important element of graduate medical education. These concepts have been intertwined in pathology graduate medical education for many years, although training programs face challenges in creating explicit learning opportunities in these fields. Tangibly involving pathology residents in management and quality improvement projects has the potential to teach and reinforce key concepts and further fulfill Accreditation Council for Graduate Medical Education goals for pursuing projects related to patient safety and quality improvement. In this report, we present our experience at a pathology residency program (University of Iowa) in engaging pathology residents in projects related to practical issues of laboratory management, process improvement, and informatics. In this program, at least 1 management/quality improvement project, typically performed during a clinical chemistry/management rotation, was required and ideally resulted in a journal publication. The residency program also initiated a monthly management/informatics series for pathology externs, residents, and fellows that covers a wide range of topics. Since 2010, all pathology residents at the University of Iowa have completed at least 1 management/quality improvement project. Many of the projects involved aspects of laboratory test utilization, with some projects focused on other areas such as human resources, informatics, or process improvement. Since 2012, 31 peer-reviewed journal articles involving effort from 26 residents have been published. Multiple projects resulted in changes in ongoing practice, particularly within the hospital electronic health record. Focused management/quality improvement projects involving pathology residents can result in both meaningful quality improvement and scholarly output. PMID:28913416

Using Focused Laboratory Management and Quality Improvement Projects to Enhance Resident Training and Foster Scholarship.

PubMed

Krasowski, Matthew D; Ford, Bradley A; Klutts, J Stacey; Jensen, Chris S; Briggs, Angela S; Robinson, Robert A; Bruch, Leslie A; Karandikar, Nitin J

2017-01-01

Training in patient safety, quality, and management is widely recognized as an important element of graduate medical education. These concepts have been intertwined in pathology graduate medical education for many years, although training programs face challenges in creating explicit learning opportunities in these fields. Tangibly involving pathology residents in management and quality improvement projects has the potential to teach and reinforce key concepts and further fulfill Accreditation Council for Graduate Medical Education goals for pursuing projects related to patient safety and quality improvement. In this report, we present our experience at a pathology residency program (University of Iowa) in engaging pathology residents in projects related to practical issues of laboratory management, process improvement, and informatics. In this program, at least 1 management/quality improvement project, typically performed during a clinical chemistry/management rotation, was required and ideally resulted in a journal publication. The residency program also initiated a monthly management/informatics series for pathology externs, residents, and fellows that covers a wide range of topics. Since 2010, all pathology residents at the University of Iowa have completed at least 1 management/quality improvement project. Many of the projects involved aspects of laboratory test utilization, with some projects focused on other areas such as human resources, informatics, or process improvement. Since 2012, 31 peer-reviewed journal articles involving effort from 26 residents have been published. Multiple projects resulted in changes in ongoing practice, particularly within the hospital electronic health record. Focused management/quality improvement projects involving pathology residents can result in both meaningful quality improvement and scholarly output.

33 CFR 385.11 - Implementation process for projects.

Code of Federal Regulations, 2010 CFR

2010-07-01

... figure 1 in Appendix A of this part. Typical steps in this process involve: (a) Project Management Plan. The Project Management Plan describes the activities, tasks, and responsibilities that will be used to... effectiveness of the project and to provide information that will be used for the adaptive management program. ...

76 FR 41192 - Mines Management Inc. Montanore Project, Kootenai National Forest, Lincoln County, MT

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-13

... DEPARTMENT OF AGRICULTURE Forest Service Mines Management Inc. Montanore Project, Kootenai... can be reviewed at: http://www.fs.fed.usda.gov/goto/kootenai/projects . Mines Management Inc. owns two... of Environmental Quality, issued a Draft Environmental Impact Statement for the Montanore Project. In...

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…

76 FR 16818 - Central Valley Project Improvement Act, Standard Criteria for Ag and Urban Water Management Plans

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-25

... Valley Project water conservation best management practices (BMPs) that shall develop Criteria for... project contractors using best available cost- effective technology and best management practices.'' The... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Standard...

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.

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…

75 FR 68319 - Paulina Ranger District; Ochoco National Forest; Crook and Wheeler Counties, OR; Jackson...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-05

... and Wheeler Counties, OR; Jackson Vegetation Management Project EIS AGENCY: Forest Service, USDA... fuels and vegetation management activities in the project area by comparing the existing condition to.... Excessive fuel from management activities in this project and past projects would be reduced on...

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 be...

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…

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…

Preparing project managers for faster-better-cheaper robotic planetary missions

NASA Technical Reports Server (NTRS)

Gowler, P.; Atkins, K.

2003-01-01

The authors have developed and implemented a week-long workshop for Jet Propulsion Laboratory Project Managers, designed around the development phases of the JPL Project Life Cycle. The workshop emphasizes the specific activities and deliverables that pertain to JPL managers of NASA robotic space exploration and instrument development projects.

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 be...

33 CFR 385.11 - Implementation process for projects.

Code of Federal Regulations, 2011 CFR

2011-07-01

... figure 1 in Appendix A of this part. Typical steps in this process involve: (a) Project Management Plan. The Project Management Plan describes the activities, tasks, and responsibilities that will be used to... effectiveness of the project and to provide information that will be used for the adaptive management program. ...

33 CFR 385.11 - Implementation process for projects.

Code of Federal Regulations, 2014 CFR

2014-07-01

... figure 1 in appendix A of this part. Typical steps in this process involve: (a) Project Management Plan. The Project Management Plan describes the activities, tasks, and responsibilities that will be used to... effectiveness of the project and to provide information that will be used for the adaptive management program. ...

33 CFR 385.11 - Implementation process for projects.

Code of Federal Regulations, 2012 CFR

2012-07-01

... figure 1 in Appendix A of this part. Typical steps in this process involve: (a) Project Management Plan. The Project Management Plan describes the activities, tasks, and responsibilities that will be used to... effectiveness of the project and to provide information that will be used for the adaptive management program. ...

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 be...

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 be...

33 CFR 385.11 - Implementation process for projects.

Code of Federal Regulations, 2013 CFR

2013-07-01

... figure 1 in Appendix A of this part. Typical steps in this process involve: (a) Project Management Plan. The Project Management Plan describes the activities, tasks, and responsibilities that will be used to... effectiveness of the project and to provide information that will be used for the adaptive management program. ...

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…

49 CFR 633.23 - FTA review of PMP.

Code of Federal Regulations, 2010 CFR

2010-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.23 FTA review of PMP. Within 60 days of receipt of a project management plan, the Administrator will notify the recipient that...

49 CFR 633.23 - FTA review of PMP.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.23 FTA review of PMP. Within 60 days of receipt of a project management plan, the Administrator will notify the recipient that...

49 CFR 633.23 - FTA review of PMP.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.23 FTA review of PMP. Within 60 days of receipt of a project management plan, the Administrator will notify the recipient that...

49 CFR 633.23 - FTA review of PMP.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.23 FTA review of PMP. Within 60 days of receipt of a project management plan, the Administrator will notify the recipient that...

49 CFR 633.23 - FTA review of PMP.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.23 FTA review of PMP. Within 60 days of receipt of a project management plan, the Administrator will notify the recipient that...

Continuous Risk Management at NASA

NASA Technical Reports Server (NTRS)

Hammer, Theodore F.; Rosenberg, Linda

1999-01-01

NPG 7120.5A, "NASA Program and Project Management Processes and Requirements" enacted in April, 1998, requires that "The program or project manager shall apply risk management principles..." The Software Assurance Technology Center (SATC) at NASA GSFC has been tasked with the responsibility for developing and teaching a systems level course for risk management that provides information on how to comply with this edict. The course was developed in conjunction with the Software Engineering Institute at Carnegie Mellon University, then tailored to the NASA systems community. This presentation will briefly discuss the six functions for risk management: (1) Identify the risks in a specific format; (2) Analyze the risk probability, impact/severity, and timeframe; (3) Plan the approach; (4) Track the risk through data compilation and analysis; (5) Control and monitor the risk; (6) Communicate and document the process and decisions. This risk management structure of functions has been taught to projects at all NASA Centers and is being successfully implemented on many projects. This presentation will give project managers the information they need to understand if risk management is to be effectively implemented on their projects at a cost they can afford.

From shared care to disease management: key-influencing factors.

PubMed

Eijkelberg, I M; Spreeuwenberg, C; Mur-Veeman, I M; Wolffenbuttel, B H

2001-01-01

In order to improve the quality of care of chronically ill patients the traditional boundaries between primary and secondary care are questioned. To demolish these boundaries so-called 'shared care' projects have been initiated in which different ways of substitution of care are applied. When these projects end, disease management may offer a solution to expand the achieved co-operation between primary and secondary care. Answering the question: What key factors influence the development and implementation of shared care projects from a management perspective and how are they linked? The theoretical framework is based on the concept of the learning organisation. Reference point is a multiple case study that finally becomes a single case study. Data are collected by means of triangulation. The studied cases concern two interrelated Dutch shared care projects for type 2 diabetic patients, that in the end proceed as one disease management project. In these cases the predominant key-influencing factors appear to be the project management, commitment and local context, respectively. The factor project management directly links the latter two, albeit managing both appear prerequisites to its success. In practice this implies managing the factors' interdependency by the application of change strategies and tactics in a committed and skillful way. Project management, as the most important and active key factor, is advised to cope with the interrelationships of the influencing factors in a gradually more fundamental way by using strategies and tactics that enable learning processes. Then small-scale shared care projects may change into a disease management network at a large scale, which may yield the future blueprint to proceed.

Resource Management in the Microgravity Science Division

NASA Technical Reports Server (NTRS)

Casselle, Justine

2004-01-01

In the Microgravity Science Division, the primary responsibilities of the Business Management Office are resource management and data collection. Resource management involves working with a budget to do a number of specific projects, while data collection involves collecting information such as the status of projects and workforce hours. This summer in the Business Management Office I assisted Margie Allen with resource planning and the implementation of specific microgravity projects. One of the main duties of a Project Control Specialists, such as my mentor, is to monitor and analyze project manager s financial plans. Project managers work from the bottom up to determine how much money their project will cost. They then set up a twelve month operating plan which shows when money will be spent. I assisted my mentor in checking for variances in her data against those of the project managers. In order to successfully check for those variances, we had to understand: where the project is including plans vs. actual performance, why it is in its present condition, and what the future impact will be based on known budgetary parameters. Our objective was to make sure that the plan, or estimated resources input, are a valid reflection of the actual cost. To help with my understanding of the process, over the course of my tenure I had to obtain skills in Microsoft Excel and Microsoft Access.

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.

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.

Knowledge Management Orientation: An Innovative Perspective to Hospital Management.

PubMed

Ghasemi, Matina; Ghadiri Nejad, Mazyar; Bagzibagli, Kemal

2017-12-01

By considering innovation as a new project in hospitals, all the project management's standard steps should be followed in execution. This study investigated the validation of a new set of measures in terms of providing a procedure for knowledge management-oriented innovation that enriches the hospital management system. The relation between innovation and all the knowledge management areas, as the main constructs of project management, was illustrated by referring to project management standard steps and previous studies. Through consultations and meetings with a committee of professional project managers, a questionnaire was developed to measure ten knowledge management areas in hospital's innovation process. Additionally, a group of experts from hospital managers were invited to comment on the applicability of the questionnaires by considering if the items are measurable in hospitals practically. A close-ended, Likert-type scale items, consisted of ten sections, were developed based on project management body of knowledge thorough Delphi technique. It enables the managers to evaluate hospitals' situation to be aware whether the organization follows the knowledge management standards in innovation process or not. By pilot study, confirmatory factor analysis and exploratory factor analysis were conducted to ensure the validity and reliability of the measurement items. The developed items seem to have a potential to help hospital managers and subsequently delivering new products/services successfully based on the standard procedures in their organization. In all innovation processes, the knowledge management areas and their standard steps help hospital managers by a new tool as questionnaire format.

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.

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.

78 FR 64204 - Science and Technology Reinvention Laboratory Personnel Management Demonstration Project...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-10-28

... Personnel Management Demonstration Project, Department of Navy, Office of Naval Research (ONR); Amendment... ONR Personnel Management Demonstration Project (75 FR 77380-77447, December 10, 2010). SUMMARY: On December 10, 2010 (75 FR 77380-77447), DoD published a notice of approval of a personnel management...

75 FR 32738 - Gallatin National Forest-Hebgen Lake Ranger District; MT; Lonesome Wood Vegetation Management...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-09

...; Lonesome Wood Vegetation Management Project 2 AGENCY: Forest Service, USDA. ACTION: Notice of Intent to prepare an Environmental Impact Statement. SUMMARY: This integrated forest vegetation management project... comments to Gallatin National Forest, Attn: Lonesome Wood Vegetation Management Project 2, Bozeman Ranger...

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 this...

78 FR 45495 - Conejos Peak Ranger District, Rio Grande National Forest; Colorado; Cumbres Vegetation Management...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-29

...; Colorado; Cumbres Vegetation Management Project AGENCY : Forest Service, USDA. ACTION: Notice of intent to... to 719-852-6250, with subject Cumbres Vegetation Management Project. FOR FURTHER INFORMATION CONTACT... Vegeta tion Management Project is move toward achieving long-term desired conditions described in the...

75 FR 19989 - Final Environmental Impact Statement for Drought Management Planning at the Kerr Hydroelectric...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-16

... Drought Management Planning at the Kerr Hydroelectric Project, Flathead Lake, MT AGENCY: Bureau of Indian... Impact Statement (FEIS) for Drought Management Planning at the Kerr Hydroelectric Project, Flathead Lake... drought management planning at the Kerr Hydroelectric Project no sooner than 30 days following the...

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.

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.

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 this...

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 this...

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 this...

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 this...

Ambiguous meanings of projects as facilitators of sensegiving.

PubMed

Lunkka, Nina; Suhonen, Marjo

2015-10-01

To describe mid-level nurse managers' experiences of sensegiving in the context of hospital projects. Sensegiving is about shaping and affecting how employees see themselves, their work and issues related to their work. It has been little studied in the context of hospital projects from mid-level nurse managers' point of view. Mid-level nurse managers (n = 10) were interviewed about their experiences of projects from the viewpoint of sensegiving during change processes. Data was analysed using discourse analysis. Three repertoires were constructed from the data: the repertoires of regeneration, control and humane. Projects were considered as appropriate ways for sensegiving in hospitals from the viewpoint of mid-level nurse managers. In order to use projects effectively in hospitals as means for change management mid-level nurse managers ought to enhance their role as interpreters during the change process (i.e. strengthen their visioning, talk and dialogue skills). Training on the nature of change as a social and interactive process could deepen mid-level nurse managers' understanding of the change process in the context of hospital projects. © 2014 John Wiley & Sons Ltd.

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.

Conflict Management in Schools: Sowing Seeds for a Safer Society. Final Report of the School Conflict Management Demonstration Project 1990-1993.

ERIC Educational Resources Information Center

Wheeler, Terrence; And Others

In August 1990, the Ohio Commission on Dispute Resolution and Conflict Management initiated a three-year School Conflict Management Demonstration Project. This publication is the final report on the Project. Twenty schools, which reflected the state's diversity, were selected to help assess the impact of the conflict management programs. The…

Attaining and maintaining data integrity with configuration management

NASA Astrophysics Data System (ADS)

Huffman, Dorothy J.; Jeane, Shirley A.

1993-08-01

Managers and scientists are concerned about data integrity because they draw conclusions from data that can have far reaching effects. Projects managers use Configuration Management to insure that hardware, software, and project information are controlled. They have not, as yet, applied its rigorously to data. However, there is ample opportunity in the data collection and production process to jeopardize data integrity. Environmental changes, tampering and production problems can all affect data integrity. There are four functions included in the Configuration Management process: configuration identification, control, auditing and status accounting. These functions provide management the means to attain data integrity and the visibility into engineering processes needed to maintain data integrity. When project managers apply Configuration Management processes to data, the data user can trace back through history to validate data integrity. The user knows that the project allowed only orderly changes to the data. He is assured that project personnel followed procedures to maintain data quality. He also has access to status information about the data. The user receives data products with a known integrity level and a means to assess the impact of past events ont he conclusions derived from the data. To obtain these benefits, project managers should apply the Configuration Management discipline to data.

First-line nurse leaders' health-care change management initiatives.

PubMed

Macphee, Maura; Suryaprakash, Nitya

2012-03-01

To examine nurse leaders' change management projects within British Columbia, Canada. British Columbia Nursing Leadership Institute 2007-10 attendees worked on year-long change management initiatives/projects of importance to their respective health-care institutions. Most leaders were in first-line positions with <3 years' experience. Consenting leaders' project reports (N = 133) were content analysed for specific themes: types of projects; scope of projects (e.g. unit or local level, departmental, institutional); influence targets or key stakeholder groups targeted by the projects; leadership successes and challenges. Of study participants, 77% successfully completed their projects. Staff tool and resource development and existing services improvement were major project types. Care delivery teams were the major influence targets. Only 25% of projects were at the unit level. Many projects had broader scopes, such as institutional levels. Participants cited multiple leadership successes, including enhanced leadership styles and organizational skills. First-line nurse leaders were able to successfully manage projects beyond their traditional scope of responsibilities. The majority of projects dealt with staff needs and healthcare restructuring initiatives. Constant change is a global reality. Change management, a universal competency, must be included in leadership development programmes. © 2011 Blackwell Publishing Ltd.

Prototype Software Assurance Framework (SAF): Introduction and Overview

DTIC Science & Technology

2017-04-05

Introduction 1 1 Process Management (Category 1) 6 1.1 Process Definition (Area 1.1) 6 1.2 Infrastructure Standards (Area 1.2) 6 1.3 Resources (Area 1.3) 7...1.4 Training (Area 1.4) 8 2 Project Management (Category 2) 9 2.1 Project Plans (Area 2.1) 9 2.2 Project Infrastructure (Area 2.2) 10 2.3 Project...Monitoring (Area 2.3) 10 2.4 Project Risk Management (Area 2.4) 11 2.5 Supplier Management (Area 2.5) 11 3 Engineering (Category 3) 13 3.1 Product

31 CFR 537.410 - Contracts and subcontracts regarding economic development of resources in Burma.

Code of Federal Regulations, 2010 CFR

2010-07-01

... level of project management, such as entry into a contract with a development project's sponsor or owner to become a prime contractor or general manager for a development project; (b) Entry into... a prime contractor's or general manager's obligations for a development project; or (c) Entry into a...

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…

A Three Cohort Study of Role-Play Instruction for Agile Project Management

ERIC Educational Resources Information Center

Schmitz, Kurt

2018-01-01

Agile Project Management methods and processes that emphasize action and feedback over planning continue to gain prominence for Information Systems projects. This topic is an ideal candidate to lead the evolution of project management instruction from teaching "about" to learning "how to." This paper describes a role-play…

Agile Systems Engineering-Kanban Scheduling Subsection

DTIC Science & Technology

2017-03-10

including both online and standalone versions. RESEARCH GOALS The overall Agile SE Management Project research goals are to: 1. Identify agile...March 10, 2017 5 Establish a better technical project management and... Project Management ,” Master of Science Project , Stevens Institute, to be completed in May, 2017. • Smith, Jeffrey, “System of Systems Task

NREL: U.S. Life Cycle Inventory Database - Project Management Team

Science.gov Websites

Project Management Team Information about the U.S. Life Cycle Inventory (LCI) Database project management team is listed on this page. Additional project information is available about the U.S. LCI Mechanical Engineering, Colorado State University Professional History Michael has worked as a Senior

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…

31 CFR 537.410 - Contracts and subcontracts regarding economic development of resources in Burma.

Code of Federal Regulations, 2013 CFR

2013-07-01

... level of project management, such as entry into a contract with a development project's sponsor or owner to become a prime contractor or general manager for a development project; (b) Entry into... a prime contractor's or general manager's obligations for a development project; or (c) Entry into a...

31 CFR 537.410 - Contracts and subcontracts regarding economic development of resources in Burma.

Code of Federal Regulations, 2012 CFR

2012-07-01

... level of project management, such as entry into a contract with a development project's sponsor or owner to become a prime contractor or general manager for a development project; (b) Entry into... a prime contractor's or general manager's obligations for a development project; or (c) Entry into a...

DOE Office of Scientific and Technical Information (OSTI.GOV)

Hobbs, R.E.

In large facilities, successful energy management cannot be measured by a few projects, no matter how significant the energy savings. Large facilities today are comprised of extensive energy consuming systems. For every energy project developed, two more projects remain to be discovered. The successful energy manager is one who has completed ten projects, or twenty, or thirty, and is still finding more projects to do. Nothing is assumed to be as efficient as possible, and no part of any system is ignored. The successful energy manager is willing to take risks, not of being fired, but to use imagination, studymore » engineering theory, exercise common sense, develop concept designs, calculate savings, sell projects to management, control designers, study equipment performance, pre-select contractors, manage the contractor efforts, solve inherent problems along the way, and then optimize the project after acceptance when the designers and contractors all walk off. Once the successful energy manager establishes his credibility, his problem becomes finding enough time to get the projects rolling as he dreams them up. He sees what others do not. As they say in the North, only the lead dog sees new scenery.« less

Research review for information management

NASA Technical Reports Server (NTRS)

Bishop, Peter C.

1988-01-01

The goal of RICIS research in information management is to apply currently available technology to existing problems in information management. Research projects include the following: the Space Business Research Center (SBRC), the Management Information and Decision Support Environment (MIDSE), and the investigation of visual interface technology. Several additional projects issued reports. New projects include the following: (1) the AdaNET project to develop a technology transfer network for software engineering and the Ada programming language; and (2) work on designing a communication system for the Space Station Project Office at JSC. The central aim of all projects is to use information technology to help people work more productively.

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.

Optimal allocation of resources among threatened species: a project prioritization protocol.

PubMed

Joseph, Liana N; Maloney, Richard F; Possingham, Hugh P

2009-04-01

Conservation funds are grossly inadequate to address the plight of threatened species. Government and conservation organizations faced with the task of conserving threatened species desperately need simple strategies for allocating limited resources. The academic literature dedicated to systematic priority setting usually recommends ranking species on several criteria, including level of endangerment and metrics of species value such as evolutionary distinctiveness, ecological importance, and social significance. These approaches ignore 2 crucial factors: the cost of management and the likelihood that the management will succeed. These oversights will result in misallocation of scarce conservation resources and possibly unnecessary losses. We devised a project prioritization protocol (PPP) to optimize resource allocation among New Zealand's threatened-species projects, where costs, benefits (including species values), and the likelihood of management success were considered simultaneously. We compared the number of species managed and the expected benefits gained with 5 prioritization criteria: PPP with weightings based on species value; PPP with species weighted equally; management costs; species value; and threat status. We found that the rational use of cost and success information substantially increased the number of species managed, and prioritizing management projects according to species value or threat status in isolation was inefficient and resulted in fewer species managed. In addition, we found a clear trade-off between funding management of a greater number of the most cost-efficient and least risky projects and funding fewer projects to manage the species of higher value. Specifically, 11 of 32 species projects could be funded if projects were weighted by species value compared with 16 projects if projects were not weighted. This highlights the value of a transparent decision-making process, which enables a careful consideration of trade-offs. The use of PPP can substantially improve conservation outcomes for threatened species by increasing efficiency and ensuring transparency of management decisions.

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.

A Study on the Self-Adaption Incentive Performance Salary

NASA Astrophysics Data System (ADS)

Zhang, Chuanming; Wang, Yang

In project managing, the performance salary management mode is often used to motivate project managers and other similar staff to improve performance or reduce the cost. But the engineering activities who own a lot of internal and external uncertain factors can not be known by the principle. It is difficult for to develop a suitable incentive target to project managers etch. This paper thinks that the manager self master the maximum of information on engineering activities. So this paper sets up an incentive model: the project managers themselves report performance objectives; owner gives the managers reward or punishment combined with their reported performance and actual performance. The model to ensure that the project manager is only accurate self reported its results to get the maximum profit. At the same time, it cans incentive managers to improve performance or reduce the cost. This paper focuses on setting up the model, analyzing the model parameters. And cite an example analyze them.

Utilising Planning and Financing Strategies in the Management of Community Development Projects in Enugu State, Nigeria

ERIC Educational Resources Information Center

Obetta, Chukwuemeka K.; Oreh, Catherine I.

2017-01-01

Utilisation of community management strategies is an approach to governance that is based on community and organisational involvement. Communities with development projects have formed community projects management committees (CPMCs) that are encouraged to adopt the community management strategy in the planning and financing of community…

Targeted On-Demand Team Performance App Development

DTIC Science & Technology

2018-02-01

ACCOMPLISHMENTS: Major Goals Task Description Status 1 Project Management Administration, oversight and management of all program tasks, expenditures...reporting charts, financial and project management protocols. Create, complete, and submit all documentation for program office and designated... project provided? All subjects participated in simulated emergency medicine events that included concurrent management of three patients with

Managers Handbook for Software Development

NASA Technical Reports Server (NTRS)

Agresti, W.; Mcgarry, F.; Card, D.; Page, J.; Church, V.; Werking, R.

1984-01-01

Methods and aids for the management of software development projects are presented. The recommendations are based on analyses and experiences with flight dynamics software development. The management aspects of organizing the project, producing a development plan, estimation costs, scheduling, staffing, preparing deliverable documents, using management tools, monitoring the project, conducting reviews, auditing, testing, and certifying are described.

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…

Collaboration across eight research centers: unanticipated benefits and outcomes for project managers.

PubMed

Perez, Norma A; Weathers, Benita; Willis, Marilyn; Mendez, Jacqueline

2013-02-01

Managers of transdisciplinary collaborative research lack suitable didactic material to support the implementation of research methodologies and to build ongoing partnerships with community representatives and peers, both between and within multiple academic centers. This article will provide insight on the collaborative efforts of project managers involved in multidisciplinary research and their subsequent development of a tool kit for research project managers and/or directors. Project managers from the 8 Centers for Population Health and Health Disparities across the nation participated in monthly teleconferences to share experiences and offer advice on how to achieve high participation rates and maintain community involvement in collaboration with researchers and community leaders to achieve the common goal of decreasing health inequities. In the process, managers recognized and seized the opportunity to produce a tool kit that was designed for future project managers and directors. Project managers in geographically distinct locations maintained a commitment to work together over 4 years and subsequently built upon an existing communications network to design a tool kit that could be disseminated easily to a diverse audience.

From shared care to disease management: key-influencing factors

PubMed Central

Eijkelberg, Irmgard M.J.G.; Spreeuwenberg, Cor; Mur-Veeman, Ingrid M.; Wolffenbuttel, Bruce H.R.

2001-01-01

Abstract Background In order to improve the quality of care of chronically ill patients the traditional boundaries between primary and secondary care are questioned. To demolish these boundaries so-called ‘shared care’ projects have been initiated in which different ways of substitution of care are applied. When these projects end, disease management may offer a solution to expand the achieved co-operation between primary and secondary care. Objective Answering the question: What key factors influence the development and implementation of shared care projects from a management perspective and how are they linked? Theory The theoretical framework is based on the concept of the learning organisation. Design Reference point is a multiple case study that finally becomes a single case study. Data are collected by means of triangulation. The studied cases concern two interrelated Dutch shared care projects for type 2 diabetic patients, that in the end proceed as one disease management project. Results In these cases the predominant key-influencing factors appear to be the project management, commitment and local context, respectively. The factor project management directly links the latter two, albeit managing both appear prerequisites to its success. In practice this implies managing the factors' interdependency by the application of change strategies and tactics in a committed and skilful way. Conclusion Project management, as the most important and active key factor, is advised to cope with the interrelationships of the influencing factors in a gradually more fundamental way by using strategies and tactics that enable learning processes. Then small-scale shared care projects may change into a disease management network at a large scale, which may yield the future blueprint to proceed. PMID:16896415

Risk Management for Human Support Technology Development

NASA Technical Reports Server (NTRS)

jones, Harry

2005-01-01

NASA requires continuous risk management for all programs and projects. The risk management process identifies risks, analyzes their impact, prioritizes them, develops and carries out plans to mitigate or accept them, tracks risks and mitigation plans, and communicates and documents risk information. Project risk management is driven by the project goal and is performed by the entire team. Risk management begins early in the formulation phase with initial risk identification and development of a risk management plan and continues throughout the project life cycle. This paper describes the risk management approach that is suggested for use in NASA's Human Support Technology Development. The first step in risk management is to identify the detailed technical and programmatic risks specific to a project. Each individual risk should be described in detail. The identified risks are summarized in a complete risk list. Risk analysis provides estimates of the likelihood and the qualitative impact of a risk. The likelihood and impact of the risk are used to define its priority location in the risk matrix. The approaches for responding to risk are either to mitigate it by eliminating or reducing the effect or likelihood of a risk, to accept it with a documented rationale and contingency plan, or to research or monitor the risk, The Human Support Technology Development program includes many projects with independently achievable goals. Each project must do independent risk management, considering all its risks together and trading them against performance, budget, and schedule. Since the program can succeed even if some projects fail, the program risk has a complex dependence on the individual project risks.

Conceptions of Software Development by Project Managers: A Study of Managing the Outsourced Development of Software Applications for United States Federal Government Agencies

ERIC Educational Resources Information Center

Eisen, Daniel

2013-01-01

This study explores how project managers, working for private federal IT contractors, experience and understand managing the development of software applications for U.S. federal government agencies. Very little is known about how they manage their projects in this challenging environment. Software development is a complex task and only grows in…

33 CFR 385.12 - Pilot projects.

Code of Federal Regulations, 2013 CFR

2013-07-01

... management, and wastewater reuse. The purpose of the pilot projects is to develop information necessary to... Processes § 385.12 Pilot projects. (a) The Plan includes pilot projects to address uncertainties associated...-Federal sponsor shall develop a Project Management Plan as described in § 385.24. (c) Project...

AKM in Open Source Communities

NASA Astrophysics Data System (ADS)

Stamelos, Ioannis; Kakarontzas, George

Previous chapters in this book have dealt with Architecture Knowledge Management in traditional Closed Source Software (CSS) projects. This chapterwill attempt to examine the ways that knowledge is shared among participants in Free Libre Open Source Software (FLOSS 1) projects and how architectural knowledge is managed w.r.t. CSS. FLOSS projects are organized and developed in a fundamentally different way than CSS projects. FLOSS projects simply do not develop code as CSS projects do. As a consequence, their knowledge management mechanisms are also based on different concepts and tools.

Project management in the development of scientific software

NASA Astrophysics Data System (ADS)

Platz, Jochen

1986-08-01

This contribution is a rough outline of a comprehensive project management model for the development of software for scientific applications. The model was tested in the unique environment of the Siemens AG Corporate Research and Technology Division. Its focal points are the structuring of project content - the so-called phase organization, the project organization and the planning model used, and its particular applicability to innovative projects. The outline focuses largely on actual project management aspects rather than associated software engineering measures.

44 CFR 206.204 - Project performance.

Code of Federal Regulations, 2010 CFR

2010-10-01

... 44 Emergency Management and Assistance 1 2010-10-01 2010-10-01 false Project performance. 206.204 Section 206.204 Emergency Management and Assistance FEDERAL EMERGENCY MANAGEMENT AGENCY, DEPARTMENT OF HOMELAND SECURITY DISASTER ASSISTANCE FEDERAL DISASTER ASSISTANCE Public Assistance Project Administration...

Prototype road weather performance management tool : project report : draft report.

DOT National Transportation Integrated Search

2016-09-30

This report is the Project Report for the Road Weather Performance Management (RW-PM) Tool developed for the project on Development and Demonstration of a Prototype Road Weather Performance Management Application that Uses Connected Vehicle Data (RW-...

A Conceptual Model and Database to Integrate Data and Project Management

NASA Astrophysics Data System (ADS)

Guarinello, M. L.; Edsall, R.; Helbling, J.; Evaldt, E.; Glenn, N. F.; Delparte, D.; Sheneman, L.; Schumaker, R.

2015-12-01

Data management is critically foundational to doing effective science in our data-intensive research era and done well can enhance collaboration, increase the value of research data, and support requirements by funding agencies to make scientific data and other research products available through publically accessible online repositories. However, there are few examples (but see the Long-term Ecological Research Network Data Portal) of these data being provided in such a manner that allows exploration within the context of the research process - what specific research questions do these data seek to answer? what data were used to answer these questions? what data would have been helpful to answer these questions but were not available? We propose an agile conceptual model and database design, as well as example results, that integrate data management with project management not only to maximize the value of research data products but to enhance collaboration during the project and the process of project management itself. In our project, which we call 'Data Map,' we used agile principles by adopting a user-focused approach and by designing our database to be simple, responsive, and expandable. We initially designed Data Map for the Idaho EPSCoR project "Managing Idaho's Landscapes for Ecosystem Services (MILES)" (see https://www.idahoecosystems.org//) and will present example results for this work. We consulted with our primary users- project managers, data managers, and researchers to design the Data Map. Results will be useful to project managers and to funding agencies reviewing progress because they will readily provide answers to the questions "For which research projects/questions are data available and/or being generated by MILES researchers?" and "Which research projects/questions are associated with each of the 3 primary questions from the MILES proposal?" To be responsive to the needs of the project, we chose to streamline our design for the prototype database and build it in a way that is modular and can be changed or expanded to meet user needs. Our hope is that others, especially those managing large collaborative research grants, will be able to use our project model and database design to enhance the value of their project and data management both during and following the active research period.

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.'

Building the Superconducting Super Collider, 1989-1993: The Problem of Project Management

NASA Astrophysics Data System (ADS)

Riordan, Michael

2011-04-01

In attempting to construct the Superconducting Super Collider, US particle physicists faced a challenge unprecedented in the history of science. The SSC was the biggest and costliest pure scientific project ever, comparable in overall scale to the Manhattan Project or the Panama Canal - an order of magnitude larger than any previous particle accelerator or collider project. Managing such an enormous endeavor involved coordinating conventional-construction, magnet-manufacturing, and detector-building efforts costing over a billion dollars apiece. Because project-management experience at this scale did not exist within the physics community, the Universities Research Association and the US Department of Energy turned to companies and individuals from the military-industrial complex, with mixed results. The absence of a strong, qualified individual to serve as Project Manager throughout the duration of the project was a major problem. I contend that these problems in its project management contributed importantly to the SSC's 1993 demise. Research supported by NSF Award No. 823296.

The PMDP Roadmap

NASA Technical Reports Server (NTRS)

2004-01-01

NASA's complex and highly technical missions rely on effective project teams and managers. Since 1993, through its Project Management Development Process (PMDP), the Academy of Program and Project Leadership (APPL) has offered direction to the Agency's project practitioners as they advance in their careers. PMDP helps identify and sequence professional experiences, courses, and other project-based learning experiences that support individual career goals and center activities by outlining competencies at four levels of development. The result is that PMDP provides NASA project practitioners with a road map to the knowledge and competencies appropriate for their job and the jobs to which they aspire. Plus, new this year, APPL has rolled out its electronic Project Management Development Process (ePMDP) tool, a learning management system that includes a dynamic presentation of the PMDP levels, competency areas, competency organizational structures, Individual Development Plans (IDP), and online PMDP enrollment. APPL's website, www.appl.nasa.gov, provides access to ePMDP as well as other online resources for NASA practitioners enrolled in the Project Management Development Process.

The Colorado Front Range Ecosystem Management Research Project: Accomplishments to date

Treesearch

Brian Kent; Wayne D. Shepperd; Deborah J. Shields

2000-01-01

This article briefly describes the goals and objectives for the Colorado Front Range Ecosystem Management Project (FREM). Research under this project has addressed both biophysical and human dimensions problems relating to ecosystem management in the Colorado Front Range. Results of completed work are described, and the status of the ongoing demonstration project at...

Risk Management Model in Surface Exploitation of Mineral Deposits

NASA Astrophysics Data System (ADS)

Stojanović, Cvjetko

2016-06-01

Risk management is an integrative part of all types of project management. One of the main tasks of pre-investment studies and other project documentation is the tendency to protect investment projects as much as possible against investment risks. Therefore, the provision and regulation of risk information ensure the identification of the probability of the emergence of adverse events, their forms, causes and consequences, and provides a timely measures of protection against risks. This means that risk management involves a set of management methods and techniques used to reduce the possibility of realizing the adverse events and consequences and thus increase the possibilities of achieving the planned results with minimal losses. Investment in mining projects are of capital importance because they are very complex projects, therefore being very risky, because of the influence of internal and external factors and limitations arising from the socio-economic environment. Due to the lack of a risk management system, numerous organizations worldwide have suffered significant financial losses. Therefore, it is necessary for any organization to establish a risk management system as a structural element of system management system as a whole. This paper presents an approach to a Risk management model in the project of opening a surface coal mine, developed based on studies of extensive scientific literature and personal experiences of the author, and which, with certain modifications, may find use for any investment project, both in the mining industry as well as in investment projects in other areas.

5 CFR 470.305 - Submission of proposals for demonstration projects.

Code of Federal Regulations, 2010 CFR

2010-01-01

... projects. 470.305 Section 470.305 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL MANAGEMENT RESEARCH PROGRAMS AND DEMONSTRATIONS PROJECTS Regulatory Requirements Pertaining to Demonstration Projects § 470.305 Submission of proposals for demonstration projects. (a) OPM...

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.

The Contribution of Project Environmental Assessment to Assessing and Managing Cumulative Effects: Individually and Collectively Insignificant?

PubMed

Noble, Bram; Liu, Jialang; Hackett, Paul

2017-04-01

This paper explores the opportunities and constraints to project-based environmental assessment as a means to support the assessment and management of cumulative environmental effects. A case study of the hydroelectric sector is used to determine whether sufficient information is available over time through project-by-project assessments to support an adequate understanding of cumulative change. Results show inconsistency from one project to the next in terms of the components and indicators assessed, limited transfer of baseline information between project assessments over time, and the same issues and concerns being raised by review panels-even though the projects reviewed are operating in the same watershed and operated by the same proponent. Project environmental assessments must be managed, and coordinated, as part of a larger system of impact assessment, if project-by-project assessments are to provide a meaningful forum for learning and understanding cumulative change. The paper concludes with recommendations for improved project-based assessment practice in support of cumulative effects assessment and management.

Disease management projects and the Chronic Care Model in action: baseline qualitative research.

PubMed

Walters, Bethany Hipple; Adams, Samantha A; Nieboer, Anna P; Bal, Roland

2012-05-11

Disease management programs, especially those based on the Chronic Care Model (CCM), are increasingly common in The Netherlands. While disease management programs have been well-researched quantitatively and economically, less qualitative research has been done. The overall aim of the study is to explore how disease management programs are implemented within primary care settings in The Netherlands; this paper focuses on the early development and implementation stages of five disease management programs in the primary care setting, based on interviews with project leadership teams. Eleven semi-structured interviews were conducted at the five selected sites with sixteen professionals interviewed; all project directors and managers were interviewed. The interviews focused on each project's chosen chronic illness (diabetes, eating disorders, COPD, multi-morbidity, CVRM) and project plan, barriers to development and implementation, the project leaders' action and reactions, as well as their roles and responsibilities, and disease management strategies. Analysis was inductive and interpretive, based on the content of the interviews. After analysis, the results of this research on disease management programs and the Chronic Care Model are viewed from a traveling technology framework. This analysis uncovered four themes that can be mapped to disease management and the Chronic Care Model: (1) changing the health care system, (2) patient-centered care, (3) technological systems and barriers, and (4) integrating projects into the larger system. Project leaders discussed the paths, both direct and indirect, for transforming the health care system to one that addresses chronic illness. Patient-centered care was highlighted as needed and a paradigm shift for many. Challenges with technological systems were pervasive. Project leaders managed the expenses of a traveling technology, including the social, financial, and administration involved. At the sites, project leaders served as travel guides, assisting and overseeing the programs as they traveled from the global plans to local actions. Project leaders, while hypothetically in control of the programs, in fact shared control of the traveling of the programs with patients, clinicians, and outside consultants. From this work, we can learn what roadblocks and expenses occur while a technology travels, from a project leader's point of view.

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)

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.

Accruals for HANDI 2000 business management system

DOE Office of Scientific and Technical Information (OSTI.GOV)

Wilson, D.

The Data Integration 2000 Project will result in an integrated and comprehensive set of functional applications containing core information necessary to support the Project Hanford Management Contract. It is based on the Commercial-Off-The-Shelf product solution with commercially proven business processes. The COTS product solution set, of PassPort and People Soft software, supports finance, supply and chemical management/Material Safety Data Sheet, human resources. Accruals are made at the project level. At the inception of each project, Project Management and the Accounts Payable Group make a mutual decision on whether periodic accrual entries should be made for it.

Earned Value Management (EVM) Implementation Handbook

NASA Technical Reports Server (NTRS)

Terrell, Stefanie M.; Richards, Brad W.

2018-01-01

The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project?s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions.

Knowledge Management Orientation: An Innovative Perspective to Hospital Management

PubMed Central

GHASEMI, Matina; GHADIRI NEJAD, Mazyar; BAGZIBAGLI, Kemal

2017-01-01

Background: By considering innovation as a new project in hospitals, all the project management’s standard steps should be followed in execution. This study investigated the validation of a new set of measures in terms of providing a procedure for knowledge management-oriented innovation that enriches the hospital management system. Methods: The relation between innovation and all the knowledge management areas, as the main constructs of project management, was illustrated by referring to project management standard steps and previous studies. Through consultations and meetings with a committee of professional project managers, a questionnaire was developed to measure ten knowledge management areas in hospital’s innovation process. Additionally, a group of experts from hospital managers were invited to comment on the applicability of the questionnaires by considering if the items are measurable in hospitals practically. Results: A close-ended, Likert-type scale items, consisted of ten sections, were developed based on project management body of knowledge thorough Delphi technique. It enables the managers to evaluate hospitals’ situation to be aware whether the organization follows the knowledge management standards in innovation process or not. By pilot study, confirmatory factor analysis and exploratory factor analysis were conducted to ensure the validity and reliability of the measurement items. Conclusion: The developed items seem to have a potential to help hospital managers and subsequently delivering new products/services successfully based on the standard procedures in their organization. In all innovation processes, the knowledge management areas and their standard steps help hospital managers by a new tool as questionnaire format. PMID:29259938

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…

Construction Management for Educational Facilities: Professional Services' Procurement and Competitive Bid Statutes.

ERIC Educational Resources Information Center

Goldblatt, Steven M.; Wood, R. Craig

Construction management is utilized when a school district engages a firm to coordinate a total project. The construction management seeks to save an owner time and cost primarily through better contractor coordination and project management. These services may include the planning and design phases of the project as well as the actual…

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…

Solid waste information and tracking system server conversion project management plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

MAY, D.L.

1999-04-12

The Project Management Plan governing the conversion of Solid Waste Information and Tracking System (SWITS) to a client-server architecture. The Solid Waste Information and Tracking System Project Management Plan (PMP) describes the background, planning and management of the SWITS conversion. Requirements and specification documentation needed for the SWITS conversion will be released as supporting documents.

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.

A computer based approach for Material, Manpower and Equipment managementin the Construction Projects

NASA Astrophysics Data System (ADS)

Sasidhar, Jaladanki; Muthu, D.; Venkatasubramanian, C.; Ramakrishnan, K.

2017-07-01

The success of any construction project will depend on efficient management of resources in a perfect manner to complete the project with a reasonable budget and time and the quality cannot be compromised. The efficient and timely procurement of material, deployment of adequate labor at correct time and mobilization of machinery lacking in time, all of them causes delay, lack of quality and finally affect the project cost. It is known factor that Project cost can be controlled by taking corrective actions on mobilization of resources at a right time. This research focuses on integration of management systems with the computer to generate the model which uses OOM data structure which decides to include automatic commodity code generation, automatic takeoff execution, intelligent purchase order generation, and components of design and schedule integration to overcome the problems of stock out. To overcome the problem in equipment management system inventory management module is suggested and the data set of equipment registration number, equipment number, description, date of purchase, manufacturer, equipment price, market value, life of equipment, production data of the equipment which includes equipment number, date, name of the job, hourly rate, insurance, depreciation cost of the equipment, taxes, storage cost, interest, oil, grease, and fuel consumption, etc. is analyzed and the decision support systems to overcome the problem arising out improper management is generated. The problem on labor is managed using scheduling, Strategic management of human resources. From the generated support systems tool, the resources are mobilized at a right time and help the project manager to finish project in time and thereby save the abnormal project cost and also provides the percentage that can be improved and also research focuses on determining the percentage of delays that are caused by lack of management of materials, manpower and machinery in different types of projects and how the percentage various from project to project.

Augmenting SCA project management and automation framework

NASA Astrophysics Data System (ADS)

Iyapparaja, M.; Sharma, Bhanupriya

2017-11-01

In our daily life we need to keep the records of the things in order to manage it in more efficient and proper way. Our Company manufactures semiconductor chips and sale it to the buyer. Sometimes it manufactures the entire product and sometimes partially and sometimes it sales the intermediary product obtained during manufacturing, so for the better management of the entire process there is a need to keep the track record of all the entity involved in it. Materials and Methods: Therefore to overcome with the problem the need raised to develop the framework for the maintenance of the project and for the automation testing. Project management framework provides an architecture which supports in managing the project by marinating the records of entire requirements, the test cases that were created for testing each unit of the software, defect raised from the past years. So through this the quality of the project can be maintained. Results: Automation framework provides the architecture which supports the development and implementation of the automation test script for the software testing process. Conclusion: For implementing project management framework the product of HP that is Application Lifecycle management is used which provides central repository to maintain the project.

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.

Total Water Management

EPA Science Inventory

This project will investigate total water management (TWM) as a way of improving water resource management and reducing waste streams. This project will also improve management of potable water, wastewater and wet-weather flow through combined management, reuse and recycling wil...

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

DOT National Transportation Integrated Search

2010-12-01

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

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

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-05

... Project water conservation best management practices that shall ``develop criteria for evaluating the... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-08-31

... and administer an office on Central Valley Project water conservation best management practices that... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-16

... office on Central Valley Project water conservation best management practices that shall ``* * * develop... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior ACTION: Notice of Availability. SUMMARY: The...

77 FR 64544 - Central Valley Project Improvement Act, Water Management Plans

Federal Register 2010, 2011, 2012, 2013, 2014

2012-10-22

... Central Valley Project water conservation best management practices that shall ``develop criteria for... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2011-03-08

... office on Central Valley Project water conservation best management practices that shall ``* * * develop... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-02

... to establish and administer an office on Central Valley Project water conservation best management... DEPARTMENT OF THE INTERIOR Bureau of Reclamation Central Valley Project Improvement Act, Water Management Plans AGENCY: Bureau of Reclamation, Interior. ACTION: Notice of availability. SUMMARY: The...

48 CFR 301.607-70 - General.

Code of Federal Regulations, 2010 CFR

2010-10-01

... General. In accordance with the Federal Acquisition Certification—Program and Project Managers (FAC-P/PM) program, HHS has established a certification program for Program or Project Managers. See HHS' Federal Acquisition Certification—Program and Project Managers Handbook (P/PM Handbook) for information on the methods...

48 CFR 301.607 - Certification of Program and Project Managers.

Code of Federal Regulations, 2010 CFR

2010-10-01

... 48 Federal Acquisition Regulations System 4 2010-10-01 2010-10-01 false Certification of Program and Project Managers. 301.607 Section 301.607 Federal Acquisition Regulations System HEALTH AND HUMAN... Responsibilities 301.607 Certification of Program and Project Managers. ...

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.

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…

Project nurse manager: an intrapreneurial role.

PubMed

Risner, P B; Anderson, M L

1994-01-01

Nurse intrapreneurs are the key to innovation and cost-effective health care in the 1990s. A project nurse manager, acting as a liaison between service departments, can provide the vision and insight for the successful outcome of such projects as product evaluation, unit renovation, and the development of a new facility. The role, benefits, and outcomes of one project nurse manager are described.

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.

23 CFR 505.5 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-04-01

... HIGHWAY ADMINISTRATION, DEPARTMENT OF TRANSPORTATION TRANSPORTATION INFRASTRUCTURE MANAGEMENT PROJECTS OF... efficient management of the project in accordance with applicable Federal statutes, regulations, and policy... of State Transportation Departments, with one State acting as the project lead. Eligible project...

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.

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).

Effective Safety Management in Construction Project

NASA Astrophysics Data System (ADS)

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

2017-12-01

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

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…

Risk Management in Construction Project: Taking Fairness into Account

NASA Astrophysics Data System (ADS)

Górecki, Jarosław; Bizon-Górecka, Jadwiga

2017-10-01

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

GWOT Vascular Injury Study 2 Supplemental Project: Impact of Prophylactic Fasciotomy

DTIC Science & Technology

2017-10-01

of the project ? The overall goal is to determine the impact of the widespread use of fasciotomies on current medical/surgical practices, management ...Diane Miller Project Role: Program Manager Nearest person month worked: 12 Contribution to Project : Ms. Miller is responsible for the day-to-day...each branch of service. Goals/Milestones CY14 Goal – Protocol/Staffing  Write and submit protocol to IRB  Hire project manager CY15 Goals – Data

Major Events Coordinated Security Solutions: The Application of the Project Management Body of Knowledge for Managing a Science and Technology Project

DTIC Science & Technology

2011-02-01

subject matter experts, to analysis of laboratory samples during V2010. Significance: The MECSS project produced more than 195 scientific reports...represents the sum of knowledge related to project management and includes best practises and techniques generally accepted by the project...2011-03 2.2.1 Science Town Science Town is the moniker for a multi-agency, mobile laboratory capability that brings together world

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.

[Administration of the "Healthy School" project].

PubMed

Bjegović, V; Zivković, M; Marinković, J; Vuković, D; Legetić, B

1996-01-01

The term of project management is commonly used to describe the work of a team that is handling a special program. In this type of management, a form of leadership which creates environment, enables fast movement of participants through different work phases achieving the common aims, is used [1-4]. The "Healthy School" Project, launched in almost all European countries, has been taking place in Yugoslavia since the end of 1991 [5]. The project developed within the country designed as a health promotion-education intervention study in primary schools. The network of 13 schools on 11 locations representing typical economic, cultural and social environments, was established to cover the country. Although the proposed methodological approach from WHO was followed [6], the specific situation in the country (economic crisis, break down of Yugoslav Federation, the war and international blockade) distated the particular modification. The management of the Healthy School Project in general, and in Yugoslavia particularly, is based upon project management structure (Scheme 1). The objective of this research was to assess the Healthy School project management in Yugoslavia, by measuring causal, intervening and output variables. In the process of assessing the management in general, three groups of criteria are commonly used: (a) causal (those that influence the course of developments in the Project), (b) intervening (representing the current condition of the internal state of the Project), and (c) output (that reflect the Project achievements). (a) For the purpose of this study the causal criteria were measured by analyzing the overall management strategy and the level of agreement in objectives of the Project itself, the Project Coordinators and main participants in the Project. (b) The intervening criteria used in this assessment were: the time spent on different project activities, the estimate of the severity of the problems in different aspects of project management, the level of personal influence on different aspects of Project development and overall work motivation and satisfaction of all participants. (c) The outcomes of the given management attempts were analyzed by the following output variables: the number of different types of meetings held, the number of seminars, mass media presentation and articles, the amount of money raised and the number of questionnaires administered. Triangular method was used to gather the data: (1) direct observation, (2) four types of questionnaires and (3) project reports and documentation. Four types of specially designed questionnaires were used to examine four groups of participants (Project Coordinators, School Project Managers, Directors and Project Co-operators). The questionnaires were different in the questions concerning examinees' project tasks and types of external communication, while the questions referring to personal characteristics, general features of the project (goals, common jobs, participation in decision making, motivation and satisfaction) were the same for all groups. The average age of the project participants was 45.50 ranging from 25 to 60 years of age. The oldest group was the group of School Directors, while the youngest were School Co-operators. The project has been run mostly by women, while men were predominantly represented in the group of School Directors. The teaching occupation is presented by 61.8%, the rest being health professionals, mostly of preventive orientation. The analysis and classification of participants goals verify that the personal goals of all participants correspond with the main Project goals. Certain groups have also some additional motives which support their successful and affective movement towards the overall Project goals. The largest problem in all groups appear to be in the field of financing the Project activities (Figure 1). (ABSTRACT TRUNCATED)

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

NASA Astrophysics Data System (ADS)

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

2018-03-01

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

Technical support plan for HANDI 2000 business management system

DOE Office of Scientific and Technical Information (OSTI.GOV)

Adams, D.E.

The Hanford Data Integration 2000 (HANDI 2000) Project will result in an integrated and comprehensive set of functional applications containing core information necessary to support the Project Hanford Management Contract. It is based on the Commercial-Off-The-Shelf (COTS) product solution with commercially proven business processes. The PassPort (PP) software is an integrated application for Accounts Payable, Contract Management, Inventory Management, and Purchasing. The PeopleSoft (PS) software is an integrated application for General Ledger, Project Costing, Human Resources, Payroll, Benefits, and Training. The implementation of this set of products, as the first deliverable of the HAND1 2000 Project, is referred to asmore » Business Management System (BMS) and Chemical Management.« less

75 FR 32960 - Hazardous Fire Risk Reduction, East Bay Hills, CA

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-10

... program. The Strawberry Canyon Vegetation Management Project involves the removal of eucalyptus and other... tree sprouts from the area. The Claremont Canyon Vegetation Management Project involves the removal of... the Strawberry Canyon Vegetation Management Project for public comment. The draft environmental...

49 CFR 633.25 - Contents of a project management plan.

Code of Federal Regulations, 2011 CFR

2011-10-01

...; (e) A change order procedure which includes a documented, systematic approach to the handling of... covering the project management organization, appropriate consultants, property acquisition, utility... 49 Transportation 7 2011-10-01 2011-10-01 false Contents of a project management plan. 633.25...

77 FR 11109 - Environmental Impacts Statements; Notice of Availability

Federal Register 2010, 2011, 2012, 2013, 2014

2012-02-24

...-Native Plant Control Project, Proposes a Forest-Wide Integrated Management Strategy to Control the Spread..., Final EIS, USFS, SD, Steamboat Project, Proposes to Implement Multiple Resource Management Actions... EIS, USFS, WA, South George Vegetation and Fuels Management Project, To Improve Forest Health and...

Disease management projects and the Chronic Care Model in action: baseline qualitative research

PubMed Central

2012-01-01

Background Disease management programs, especially those based on the Chronic Care Model (CCM), are increasingly common in the Netherlands. While disease management programs have been well-researched quantitatively and economically, less qualitative research has been done. The overall aim of the study is to explore how disease management programs are implemented within primary care settings in the Netherlands; this paper focuses on the early development and implementation stages of five disease management programs in the primary care setting, based on interviews with project leadership teams. Methods Eleven semi-structured interviews were conducted at the five selected sites with sixteen professionals interviewed; all project directors and managers were interviewed. The interviews focused on each project’s chosen chronic illness (diabetes, eating disorders, COPD, multi-morbidity, CVRM) and project plan, barriers to development and implementation, the project leaders’ action and reactions, as well as their roles and responsibilities, and disease management strategies. Analysis was inductive and interpretive, based on the content of the interviews. After analysis, the results of this research on disease management programs and the Chronic Care Model are viewed from a traveling technology framework. Results This analysis uncovered four themes that can be mapped to disease management and the Chronic Care Model: (1) changing the health care system, (2) patient-centered care, (3) technological systems and barriers, and (4) integrating projects into the larger system. Project leaders discussed the paths, both direct and indirect, for transforming the health care system to one that addresses chronic illness. Patient-centered care was highlighted as needed and a paradigm shift for many. Challenges with technological systems were pervasive. Project leaders managed the expenses of a traveling technology, including the social, financial, and administration involved. Conclusions At the sites, project leaders served as travel guides, assisting and overseeing the programs as they traveled from the global plans to local actions. Project leaders, while hypothetically in control of the programs, in fact shared control of the traveling of the programs with patients, clinicians, and outside consultants. From this work, we can learn what roadblocks and expenses occur while a technology travels, from a project leader’s point of view. PMID:22578251

Development of funding project risk management tools.

DOT National Transportation Integrated Search

2013-11-01

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

openSE: a Systems Engineering Framework Particularly Suited to Particle Accelerator Studies and Development Projects

DOE Office of Scientific and Technical Information (OSTI.GOV)

Bonnal, P.; Féral, B.; Kershaw, K.

Particle accelerator projects share many characteristics with industrial projects. However, experience has shown that best practice of industrial project management is not always well suited to particle accelerator projects. Major differences include the number and complexity of technologies involved, the importance of collaborative work, development phases that can last more than a decade, and the importance of telerobotics and remote handling to address future preventive and corrective maintenance requirements due to induced radioactivity, to cite just a few. The openSE framework it is a systems engineering and project management framework specifically designed for scientific facilities’ systems and equipment studies andmore » development projects. Best practices in project management, in systems and requirements engineering, in telerobotics and remote handling and in radiation safety management were used as sources of inspiration, together with analysis of current practices surveyed at CERN, GSI and ESS.« less

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.

48 CFR 302.101 - Definitions.

Code of Federal Regulations, 2012 CFR

2012-10-01

... Management and Project Management, of OFFP memorandum entitled “The Federal Acquisition Certification for... Handbook. See also Appendix D, Relationship between Program Management and Project Management, of OFFP... typically a mid-level management official, usually an office director, division director, or branch chief...

48 CFR 302.101 - Definitions.

Code of Federal Regulations, 2014 CFR

2014-10-01

... Management and Project Management, of OFFP memorandum entitled “The Federal Acquisition Certification for... Handbook. See also Appendix D, Relationship between Program Management and Project Management, of OFFP... typically a mid-level management official, usually an office director, division director, or branch chief...

48 CFR 302.101 - Definitions.

Code of Federal Regulations, 2013 CFR

2013-10-01

... Management and Project Management, of OFFP memorandum entitled “The Federal Acquisition Certification for... Handbook. See also Appendix D, Relationship between Program Management and Project Management, of OFFP... typically a mid-level management official, usually an office director, division director, or branch chief...

48 CFR 302.101 - Definitions.

Code of Federal Regulations, 2011 CFR

2011-10-01

... Management and Project Management, of OFFP memorandum entitled “The Federal Acquisition Certification for... Handbook. See also Appendix D, Relationship between Program Management and Project Management, of OFFP... typically a mid-level management official, usually an office director, division director, or branch chief...

Intellectual Production Supervision Perform based on RFID Smart Electricity Meter

NASA Astrophysics Data System (ADS)

Chen, Xiangqun; Huang, Rui; Shen, Liman; chen, Hao; Xiong, Dezhi; Xiao, Xiangqi; Liu, Mouhai; Xu, Renheng

2018-03-01

This topic develops the RFID intelligent electricity meter production supervision project management system. The system is designed for energy meter production supervision in the management of the project schedule, quality and cost information management requirements in RFID intelligent power, and provide quantitative information more comprehensive, timely and accurate for supervision engineer and project manager management decisions, and to provide technical information for the product manufacturing stage file. From the angle of scheme analysis, design, implementation and test, the system development of production supervision project management system for RFID smart meter project is discussed. Focus on the development of the system, combined with the main business application and management mode at this stage, focuses on the energy meter to monitor progress information, quality information and cost based information on RFID intelligent power management function. The paper introduces the design scheme of the system, the overall client / server architecture, client oriented graphical user interface universal, complete the supervision of project management and interactive transaction information display, the server system of realizing the main program. The system is programmed with C# language and.NET operating environment, and the client and server platforms use Windows operating system, and the database server software uses Oracle. The overall platform supports mainstream information and standards and has good scalability.

Instructional System Design for Executive Orientation and Project Management Training Packages, Technical Memorandum No. 3. Interim Report. RF Project No. 3131-A1.

ERIC Educational Resources Information Center

Cook, Desmond L.; And Others

This memorandum reports on the third phase, the design, of a four-phase project to design project management training materials for local educational agencies. The first section of the memorandum explains some considerations regarding management education and the organization of the report. Section 2 presents the design specifications for the…

Scenario Based Education as a Framework for Understanding Students Engagement and Learning in a Project Management Simulation Game

ERIC Educational Resources Information Center

Misfeldt, Morten

2015-01-01

In this paper I describe how students use a project management simulation game based on an attack-defense mechanism where two teams of players compete by challenging each other's projects. The project management simulation game is intended to be played by pre-service construction workers and engineers. The gameplay has two parts: a planning part,…

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…

Project risk management in the construction of high-rise buildings

NASA Astrophysics Data System (ADS)

Titarenko, Boris; Hasnaoui, Amir; Titarenko, Roman; Buzuk, Liliya

2018-03-01

This paper shows the project risk management methods, which allow to better identify risks in the construction of high-rise buildings and to manage them throughout the life cycle of the project. One of the project risk management processes is a quantitative analysis of risks. The quantitative analysis usually includes the assessment of the potential impact of project risks and their probabilities. This paper shows the most popular methods of risk probability assessment and tries to indicate the advantages of the robust approach over the traditional methods. Within the framework of the project risk management model a robust approach of P. Huber is applied and expanded for the tasks of regression analysis of project data. The suggested algorithms used to assess the parameters in statistical models allow to obtain reliable estimates. A review of the theoretical problems of the development of robust models built on the methodology of the minimax estimates was done and the algorithm for the situation of asymmetric "contamination" was developed.

Tank waste remediation system configuration management plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Vann, J.M.

The configuration management program for the Tank Waste Remediation System (TWRS) Project Mission supports management of the project baseline by providing the mechanisms to identify, document, and control the functional and physical characteristics of the products. This document is one of the tools used to develop and control the mission and work. It is an integrated approach for control of technical, cost, schedule, and administrative information necessary to manage the configurations for the TWRS Project Mission. Configuration management focuses on five principal activities: configuration management system management, configuration identification, configuration status accounting, change control, and configuration management assessments. TWRS Projectmore » personnel must execute work in a controlled fashion. Work must be performed by verbatim use of authorized and released technical information and documentation. Application of configuration management will be consistently applied across all TWRS Project activities and assessed accordingly. The Project Hanford Management Contract (PHMC) configuration management requirements are prescribed in HNF-MP-013, Configuration Management Plan (FDH 1997a). This TWRS Configuration Management Plan (CMP) implements those requirements and supersedes the Tank Waste Remediation System Configuration Management Program Plan described in Vann, 1996. HNF-SD-WM-CM-014, Tank Waste Remediation System Configuration Management Implementation Plan (Vann, 1997) will be revised to implement the requirements of this plan. This plan provides the responsibilities, actions and tools necessary to implement the requirements as defined in the above referenced documents.« less

Employing Earned Value Management in Government Research and Design - Lessons Learned from the Trenches

NASA Technical Reports Server (NTRS)

Simon, Tom

2009-01-01

To effectively manage a project, the project manager must have a plan, understand the current conditions, and be able to take action to correct the course when challenges arise. Research and design projects face technical, schedule, and budget challenges that make it difficult to utilize project management tools developed for projects based on previously demonstrated technologies. Projects developing new technologies by their inherent nature are trying something new and thus have little to no data to support estimates for schedule and cost, let alone the technical outcome. Projects with a vision for the outcome but little confidence in the exact tasks to accomplish in order to achieve the vision incur cost and schedule penalties when conceptual solutions require unexpected iterations or even a reinvention of the plan. This presentation will share the project management methodology and tools developed through trial and error for a NASA research and design project combining industry, academia, and NASA inhouse work in which Earned Value Management principles were employed but adapted for the reality of the government financial system and the reality of challenging technology development. The priorities of the presented methodology are flexibility, accountability, and simplicity to give the manager tools to help deliver to the customer while not using up valuable time and resources on extensive planning and analysis. This presentation will share the methodology, tools, and work through failed and successful examples from the three years of process evolution.

76 FR 2878 - Six Rivers National Forest, Mad River Ranger District, CA; Buck Mountain Vegetation and Fuel...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-01-18

...; Buck Mountain Vegetation and Fuel Management Project EIS AGENCY: Forest Service, USDA. ACTION: Notice... the Buck Mountain Vegetation and Fuel Management Project to accelerate late-successional forest... project design features have been identified. Late-Successional Reserve Management Silvicultural...

78 FR 16476 - Notice for Termination of a Disease Management Demonstration Project for TRICARE Standard...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-15

... Management Demonstration Project for TRICARE Standard Beneficiaries.'' The demonstration provided disease... DEPARTMENT OF DEFENSE Office of the Secretary Notice for Termination of a Disease Management Demonstration Project for TRICARE Standard Beneficiaries AGENCY: Office of the Secretary of Defense, (Health...

40 CFR 307.23 - EPA's review of preauthorization applications.

Code of Federal Regulations, 2010 CFR

2010-07-01

... management, project management, financial management and documentation procedures; (12) Whether the applicant... procedures for oversight and the reporting of project issues and progress; (16) Cooperation of the applicant...(s) is based upon the completion of the project, an operable unit, or a discrete phase of the...

23 CFR 630.1012 - Project-level procedures.

Code of Federal Regulations, 2014 CFR

2014-04-01

... PRECONSTRUCTION PROCEDURES Work Zone Safety and Mobility § 630.1012 Project-level procedures. (a) This section provides guidance and establishes procedures for States to manage the work zone impacts of individual projects. (b) Transportation Management Plan (TMP). A TMP consists of strategies to manage the work zone...

23 CFR 630.1012 - Project-level procedures.

Code of Federal Regulations, 2013 CFR

2013-04-01

... PRECONSTRUCTION PROCEDURES Work Zone Safety and Mobility § 630.1012 Project-level procedures. (a) This section provides guidance and establishes procedures for States to manage the work zone impacts of individual projects. (b) Transportation Management Plan (TMP). A TMP consists of strategies to manage the work zone...

23 CFR 630.1012 - Project-level procedures.

Code of Federal Regulations, 2012 CFR

2012-04-01

... PRECONSTRUCTION PROCEDURES Work Zone Safety and Mobility § 630.1012 Project-level procedures. (a) This section provides guidance and establishes procedures for States to manage the work zone impacts of individual projects. (b) Transportation Management Plan (TMP). A TMP consists of strategies to manage the work zone...

23 CFR 630.1012 - Project-level procedures.

Code of Federal Regulations, 2011 CFR

2011-04-01

... PRECONSTRUCTION PROCEDURES Work Zone Safety and Mobility § 630.1012 Project-level procedures. (a) This section provides guidance and establishes procedures for States to manage the work zone impacts of individual projects. (b) Transportation Management Plan (TMP). A TMP consists of strategies to manage the work zone...

Managing the Software Development Process

NASA Technical Reports Server (NTRS)

Lubelczky, Jeffrey T.; Parra, Amy

1999-01-01

The goal of any software development project is to produce a product that is delivered on time, within the allocated budget, and with the capabilities expected by the customer and unfortunately, this goal is rarely achieved. However, a properly managed project in a mature software engineering environment can consistently achieve this goal. In this paper we provide an introduction to three project success factors, a properly managed project, a competent project manager, and a mature software engineering environment. We will also present an overview of the benefits of a mature software engineering environment based on 24 years of data from the Software Engineering Lab, and suggest some first steps that an organization can take to begin benefiting from this environment. The depth and breadth of software engineering exceeds this paper, various references are cited with a goal of raising awareness and encouraging further investigation into software engineering and project management practices.

How to handle multidisciplinary, multi-national and multi-sectoral projects

NASA Astrophysics Data System (ADS)

Reitz, Anja; Wallmann, Klaus; Visbeck, Martin

2016-04-01

Collaborative research projects funded by the European Commission are by nature multi-national. Often they bring together different scientific communities as the questions raised in EU project calls can typically only be addressed through the convergence of these previously separated disciplines in one research consortium. Some work programmes even necessitate to team up as different disciplines as natural sciences, social science, legal science and economic science. Examples for such multi- national, -disciplinary and - sectoral projects are the EU projects ECO2 (FP7, concluded) and AtlantOS (H2020). Project managers of such projects need to develop skills beyond the common technical and management skills namely go into the domain of partners and stakeholders psychology and be able to maintain different perspectives on communication and interaction needs regarding cultural-, discipline- and sectoral background. Accordingly, the project manager has besides his technical role as manager at least three further roles: that of a communicator, that of a mediator and that of a person convincing partners of the necessary and selling the project products to the stakeholders. As the typical project manager has not too much power and authority by his position he has to use the power of smart communication and persuasion to overcome potential dissension between disciplines, national reservation or potential conflicts regarding different sectoral views. Accordingly, the project manager of such a complex project would try to arrange the ideal working environment by considering cultural feel, the cooperation of disciplines, information and the control of resources. The way he develops such ideal working environment is by reflection of past, present and future experiences/needs.

Methodology of project management at implementation of projects of high-rise construction

NASA Astrophysics Data System (ADS)

Papelniuk, Oksana

2018-03-01

High-rise construction is the perspective direction in urban development. An opportunity to arrange on rather small land plot a huge number of the living and commercial space makes high-rise construction very attractive for developers. However investment projects of high-rise buildings' construction are very expensive and complex that sets a task of effective management of such projects for the company builder. The best tool in this area today is the methodology of project management, which becomes a key factor of efficiency.

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…

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…

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.

45 CFR 2551.25 - What are a sponsor's administrative responsibilities?

Code of Federal Regulations, 2014 CFR

2014-10-01

... project and carry out its project management responsibilities. (c) Employ a full-time project director to... the sponsor organization and/or project service area. (f) Establish risk management policies and... responsibility for securing maximum and continuing community financial and in-kind support to operate the project...

45 CFR 2551.25 - What are a sponsor's administrative responsibilities?

Code of Federal Regulations, 2012 CFR

2012-10-01

... project and carry out its project management responsibilities. (c) Employ a full-time project director to... the sponsor organization and/or project service area. (f) Establish risk management policies and... responsibility for securing maximum and continuing community financial and in-kind support to operate the project...

45 CFR 2551.25 - What are a sponsor's administrative responsibilities?

Code of Federal Regulations, 2013 CFR

2013-10-01

... project and carry out its project management responsibilities. (c) Employ a full-time project director to... the sponsor organization and/or project service area. (f) Establish risk management policies and... responsibility for securing maximum and continuing community financial and in-kind support to operate the project...

45 CFR 2551.25 - What are a sponsor's administrative responsibilities?

Code of Federal Regulations, 2011 CFR

2011-10-01

... project and carry out its project management responsibilities. (c) Employ a full-time project director to... the sponsor organization and/or project service area. (f) Establish risk management policies and... responsibility for securing maximum and continuing community financial and in-kind support to operate the project...

Emily Evans | NREL

Science.gov Websites

Evans Emily Evans Project Controller Emily.Evans@nrel.gov | 303-275-3125 Emily joined NREL in 2010 . As a Project Administrator in the Integrated Applications Center, Emily works with project managers and teams to develop and maintain project management excellence on large-scale, multi-year projects

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. .

10 rules for managing global innovation.

PubMed

Wilson, Keeley; Doz, Yves L

2012-10-01

More and more companies recognize that their dispersed, global operations are a treasure trove of ideas and capabilities for innovation. But it's proving harder than expected to unearth those ideas or exploit those capabilities. Part of the problem is that companies manage global innovation the same way they manage traditional, single-location projects. Single-location projects draw on a large reservoir of tacit knowledge, shared context, and trust that global projects lack. The management challenge, therefore, is to replicate the positive aspects of colocation while harnessing the opportunities of dispersion. In this article, Insead's Wilson and Doz draw on research into global strategy and innovation to present a set of guidelines for setting up and managing global innovation. They explore in detail the challenges that make global projects inherently different and show how these can be overcome by applying superior project management skills across teams, fostering a strong collaborative culture, and using a robust array of communications tools.

The Impact of NPG 7120.5A Upon Training and Development

NASA Technical Reports Server (NTRS)

Hoffman, Edward J.

1998-01-01

NASA Procedures and Guidance 7120.5A for Program and Project Management Processes and Requirements should have minimal effect upon current Agency training and development programs - mainly because the new directive simply formalizes what we have been teaching and learning in the NASA Program/Project Management Initiative all along. A frequent complaint we get from the 8,000 or so graduates of our PPMI courses over the years, however, deals with resistance to what they may have learned in the classroom or training site. Brimming with new ideas, these young men and women often run up against an entrenched program or project manager who insists that things be done "the old way," too often perceived as "the NASA way" or even "the Goddard way." Management was all too often in the eyes of the manager; now we're all reading from the same book, 7120.5A, Still, there is no single method or "one size fits all" approach to project management in NASA. While each Center is responsible for developing policies, processes and procedures to comply with the new NPG, individual program and project managers will still need to tailor their requirements to the specific needs of the project, consistent with the size, complexity, risk and criticality of the project. Under NPG 7120.5A, the results of such tailoring are to be documented in agreements among managers, directors, Enterprise Associate Administrators and the Administrator.

Construction Management--Exploding Some Myths.

ERIC Educational Resources Information Center

Kluenker, Charles

1986-01-01

Construction management on educational facility projects provides boards of education with documentation showing the project is on track. Eight "myths" surrounding construction management are explained. (MLF)

40 CFR 1.33 - Office of Administration and Resources Management.

Code of Federal Regulations, 2010 CFR

2010-07-01

... Management Interns, OHRM establishes policies; assesses and projects Agency executive needs and workforce... out human resources management projects of special interest to Agency management. The Office... Management. 1.33 Section 1.33 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY GENERAL STATEMENT OF...

Transportation engineering project management : survey of practice.

DOT National Transportation Integrated Search

2017-01-01

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

Using electronic document management systems to manage highway project files.

DOT National Transportation Integrated Search

2011-12-12

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

Corrosion-Resistant Materials for Water and Wastewater Treatment Plants at Fort Bragg

DTIC Science & Technology

2007-06-01

degradation, and assist in evaluating the Return on Investment for the project. The Project Manager was Dr. Ashok Kumar. The Associate Project Man- ager...Fort Bragg DPW Office), Steve Jackson (Instal- lation Management Agency – South East Region Office), Paul Volkman (Headquarters-Installation... Management Command), David Purcell, (Headquarters, Assistant Chief of Staff for Installation Management ), and Hilton Mills (Army Materiel Command), as

78 FR 53477 - Notice of Relocation of the Bureau of Land Management's San Pedro Project Office in Sierra Vista, AZ

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-29

... DEPARTMENT OF THE INTERIOR Bureau of Land Management [LLAZG02000.L143000000.EQ0000.TAS:14X1109.241A] Notice of Relocation of the Bureau of Land Management's San Pedro Project Office in Sierra Vista... relocation of the Bureau of Land Management's (BLM) San Pedro Project Office (SPPO), temporary closure of the...

Manager's handbook for software development, revision 1

NASA Technical Reports Server (NTRS)

1990-01-01

Methods and aids for the management of software development projects are presented. The recommendations are based on analyses and experiences of the Software Engineering Laboratory (SEL) with flight dynamics software development. The management aspects of the following subjects are described: organizing the project, producing a development plan, estimating costs, scheduling, staffing, preparing deliverable documents, using management tools, monitoring the project, conducting reviews, auditing, testing, and certifying.

MG SPROUTS: A Project-in-a-Box Approach to Educational Programming

ERIC Educational Resources Information Center

Dorn,Sheri; Slagle, Krissy

2016-01-01

MG SPROUTS was developed as a "project-in-a-box" program, a self-contained educational programming tool for Extension agents working with master gardener Extension volunteers (MGEVs). The program design incorporates programmatic materials and project management materials and follows best management practices for volunteer management. MG…

77 FR 64790 - National Oil and Hazardous Substances Pollution Contingency Plan; National Priorities List...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-10-23

... DiCosmo, Remedial Project Manager, at [email protected] or David Novak, Community Involvement...: Nefertiti DiCosmo, Remedial Project Manager, U.S. Environmental Protection Agency (SR-6J), 77 West Jackson... FURTHER INFORMATION CONTACT: Nefertiti DiCosmo, Remedial Project Manager, U.S. Environmental Protection...

78 FR 49939 - National Oil and Hazardous Substances Pollution Contingency Plan; National Priorities List...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-16

... : Follow online instructions for submitting comments. Email: Nefertiti DiCosmo, Remedial Project Manager... . Fax: Gladys Beard at (312) 697-2077. Mail: Nefertiti DiCosmo, Remedial Project Manager, U.S... FURTHER INFORMATION CONTACT: Nefertiti DiCosmo, Remedial Project Manager, U.S. Environmental Protection...

78 FR 69363 - Lake Tahoe Basin Management Unit, California, Heavenly Mountain Resort Epic Discovery Project

Federal Register 2010, 2011, 2012, 2013, 2014

2013-11-19

... DEPARTMENT OF AGRICULTURE Forest Service Lake Tahoe Basin Management Unit, California, Heavenly Mountain Resort Epic Discovery Project AGENCY: Lake Tahoe Basin Management Unit, Forest Service, USDA...: The Epic Discovery Project is intended to enhance summer activities in response to the USDA Forest...

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…

How to Teach Emotional Intelligence Skills in IT Project Management

ERIC Educational Resources Information Center

Connolly, Amy J.; Reinicke, Bryan

2017-01-01

High emotional intelligence ("EQ") is considered one of the greatest strengths of an alpha project manager, yet undergraduate project management students are not directly trained in EQ soft skills such as communication, politics and teamwork. This article describes examples of active learning exercises implemented in an undergraduate IT…

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…

Managing Stress. Project Seed.

ERIC Educational Resources Information Center

Muto, Donna; Wilk, Jan

One of eight papers from Project Seed, this paper describes a stress management project undertaken with high school sophomores. Managing Stress is described as an interactive workshop that offers young people an opportunity to examine specific areas of stress in their lives and to learn effective ways to deal with them. The program described…

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.

Improvements Needed in Managing Scope Changes and Oversight of Construction Projects at Camp Lemonnier, Djibouti

DTIC Science & Technology

2016-09-30

Improvements Needed in Managing Scope Changes and Oversight of Construction Projects at Camp Lemonnier, Djibouti S E P T E M B E R 3 0 , 2 0 1 6 Report...Improvements Needed in Managing Scope Changes and Oversight of Construction Projects at Camp Lemonnier, Djibouti Visit us at www.dodig.mil Objective We...Findings (cont’d) ii │ DODIG-2016-141 (Project No. D2014-D000RE-0157.000) Results in Brief Improvements Needed in Managing Scope Changes and Oversight

Managing Programmatic Risk for Complex Space System Developments

NASA Technical Reports Server (NTRS)

Panetta, Peter V.; Hastings, Daniel; Brumfield, Mark (Technical Monitor)

2001-01-01

Risk management strategies have become a recent important research topic to many aerospace organizations as they prepare to develop the revolutionary complex space systems of the future. Future multi-disciplinary complex space systems will make it absolutely essential for organizations to practice a rigorous, comprehensive risk management process, emphasizing thorough systems engineering principles to succeed. Project managers must possess strong leadership skills to direct high quality, cross-disciplinary teams for successfully developing revolutionary space systems that are ever increasing in complexity. Proactive efforts to reduce or eliminate risk throughout a project's lifecycle ideally must be practiced by all technical members in the organization. This paper discusses some of the risk management perspectives that were collected from senior managers and project managers of aerospace and aeronautical organizations by the use of interviews and surveys. Some of the programmatic risks which drive the success or failure of projects are revealed. Key findings lead to a number of insights for organizations to consider for proactively approaching the risks which face current and future complex space systems projects.

Phase 1 studies summary of major findings of the South Bay Salt Pond Restoration Project, South San Francisco Bay, California

USGS Publications Warehouse

Valoppi, Laura

2018-04-02

Executive SummaryThe South Bay Salt Pond Restoration Project (Project) is one of the largest restoration efforts in the United States. It is located in South San Francisco Bay of California. It is unique not only for its size—more than 15,000 acres—but also for its location adjacent to one of the nation’s largest urban areas, home to more than 4 million people (Alameda, Santa Clara, and San Mateo Counties). The Project is intended to restore and enhance wetlands in South San Francisco Bay while providing for flood management, wildlife-oriented public access, and recreation. Restoration goals of the project are to provide a mosaic of saltmarsh habitat to benefit marsh species and managed ponds to benefit waterbirds, throughout 3 complexes and 54 former salt ponds.Although much is known about the project area, significant uncertainties remain with a project of this geographic and temporal scale of an estimated 50 years to complete the restoration. For example, in order to convert anywhere from 50 to 90 percent of the existing managed ponds to saltmarsh habitat, conservation managers first enhance the habitat of managed ponds in order to increase use by waterbirds, and provide migratory, wintering, and nesting habitat for more than 90 species of waterbirds. Project managers have concluded that the best way to address these uncertainties is to carefully implement the project in phases and learn from the outcome of each phase. The Adaptive Management Plan (AMP) identifies specific restoration targets for multiple aspects of the Project and defines triggers that would necessitate some type of management action if a particular aspect is trending negatively. U.S. Geological Survey (USGS) biologist Laura Valoppi served as the project Lead Scientist and oversaw implementation of the AMP in coordination with other members of the Project Management Team (PMT), comprised of representatives from the California State Coastal Conservancy, California Department of Fish and Wildlife, the Santa Clara Valley Water District, the U.S. Army Corps of Engineers, and the U.S. Fish and Wildlife Service.To implement the AMP, the PMT have selected and funded applied studies and monitoring projects to address key uncertainties. This information is used by the PMT to make decisions about current management of the project area and future restoration actions in order to meet project.This document summarizes the major scientific findings from studies conducted from 2009 to 2016, as part of the science program that was conducted in conjunction with Phase 1 restoration and management actions. Additionally, this report summarizes the management response to the study results under the guidance of the AMP framework and provides a list of suggested studies to be conducted in “Phase 2–A scorecard summarizing the Project’s progress toward meeting the AMP goals for a range of Project objectives.” The scoring to date indicates that the Project is meeting or exceeding expectations for sediment accretion and western snowy plover (Charadrius alexandrinus nivosus) recovery. There is uncertainty with respect to objectives for California gulls (Larus californicus), California least tern (Sternula antillarum), steelhead trout (Oncorhynchus mykiss), and regulatory water quality objectives. Water quality and algal blooms, specifically of the managed ponds, is indicated as trending negative. However, the vast majority of objectives are trending positive, including increased abundance for a number of bird guilds, increasing marsh habitat, maintenance of mudflats, visitor experience, estuarine fish numbers, and special-status marsh species numbers.

The Effectiveness of Software Project Management Practices: A Quantitative Measurement

DTIC Science & Technology

2011-03-01

Assessment (SPMMA) model ( Ramli , 2007). The purpose of the SPMMA was to help a company measure the strength and weaknesses of its software project...Practices,” Fuazi and Ramli presented a model to assess software project management practices using their Software Project Management Maturity...Analysis The SPMMA was carried out on one mid-size Information Technology (IT) Company . Based on the questionnaire responses, interviews and discussions

A Comparative Study of the Navy Project Manager and His Civilian Counterpart in Industry

DTIC Science & Technology

1976-03-01

Navy project manager and his civilian counterpart in industry. Sushka, Peter William Monterey, California. Naval Postgraduate School http...Wi 1 1 iam Sushka NAVAL POSTGRADUATE SCHOOL Monterey, California THESIS A COMPARATIVE STUDY OF THE NAVY PROJECT MANAGER AND HIS CIVILIAN COUNTERPART IN...OR GRANT NUMBERfa; 9. PERFORMING ORGANIZATION NAME AND ADDRESS Naval Postgraduate School Monterey, California 93940 10. PROGRAM ELEMENT, PROJECT. TASK

24 CFR 266.500 - General.

Code of Federal Regulations, 2010 CFR

2010-04-01

... AGENCY RISK-SHARING PROGRAM FOR INSURED AFFORDABLE MULTIFAMILY PROJECT LOANS Project Management and... of this subpart and for managing and servicing projects insured under this part. The HFA is responsible for monitoring and determining the compliance of the project owner in accordance with the...

24 CFR 266.500 - General.

Code of Federal Regulations, 2012 CFR

2012-04-01

... AGENCY RISK-SHARING PROGRAM FOR INSURED AFFORDABLE MULTIFAMILY PROJECT LOANS Project Management and... of this subpart and for managing and servicing projects insured under this part. The HFA is responsible for monitoring and determining the compliance of the project owner in accordance with the...

24 CFR 266.500 - General.

Code of Federal Regulations, 2013 CFR

2013-04-01

... AGENCY RISK-SHARING PROGRAM FOR INSURED AFFORDABLE MULTIFAMILY PROJECT LOANS Project Management and... of this subpart and for managing and servicing projects insured under this part. The HFA is responsible for monitoring and determining the compliance of the project owner in accordance with the...

24 CFR 266.500 - General.

Code of Federal Regulations, 2014 CFR

2014-04-01

... AGENCY RISK-SHARING PROGRAM FOR INSURED AFFORDABLE MULTIFAMILY PROJECT LOANS Project Management and... of this subpart and for managing and servicing projects insured under this part. The HFA is responsible for monitoring and determining the compliance of the project owner in accordance with the...

24 CFR 266.500 - General.

Code of Federal Regulations, 2011 CFR

2011-04-01

... AGENCY RISK-SHARING PROGRAM FOR INSURED AFFORDABLE MULTIFAMILY PROJECT LOANS Project Management and... of this subpart and for managing and servicing projects insured under this part. The HFA is responsible for monitoring and determining the compliance of the project owner in accordance with the...

Exploring organisational competences in Human Factors and UX project work: managing careers, project tactics and organisational strategy.

PubMed

Furniss, Dominic; Curzon, Paul; Blandford, Ann

2018-06-01

Organisational competence in Human Factors and UX (user experience) has not been looked at before despite its relevance to project success. We define organisational competence as the collective competence of the individuals, bringing together their complementary abilities to deliver an outcome that is typically more than the sum of its parts. Twenty-two UX and Human Factors practitioners were interviewed about their project work in two contrasting domains: web design and safety-critical systems to explore organisational competences. Through doing a FRAM analysis, 29 functions and 6 main areas of competences were identified: the central project process; the process of learning about the problem; maintaining and developing client relations; staff development; evolving practices; and the management of documentation for audit and quality control. These dynamic and situated competences form a web of interactions. Managing competences is essential for project success. Implications for managing careers, project tactics and organisational strategy are discussed. Practitioner Summary: Organisational competences impact how routine and non-routine project work is performed, but these have received little attention in the literature. Six key areas of competences in Human Factors and UX project work were identified from practitioner interviews. Managing combinations of adaptive competences is important for developing careers, project tactics and organisational strategies.

[Application of risk grading and classification for occupational hazards in risk management for a shipbuilding project].

PubMed

Zeng, Wenfeng; Tan, Qiang; Wu, Shihua; Deng, Yingcong; Liu, Lifen; Wang, Zhi; Liu, Yimin

2015-12-01

To investigate the application of risk grading and classification for occupational hazards in risk management for a shipbuilding project. The risk management for this shipbuilding project was performed by a comprehensive application of MES evaluation, quality assessment of occupational health management, and risk grading and classification for occupational hazards, through the methods of occupational health survey, occupational health testing, and occupational health examinations. The results of MES evaluation showed that the risk of occupational hazards in this project was grade 3, which was considered as significant risk; Q value calculated by quality assessment of occupational health management was 0.52, which was considered to be unqualified; the comprehensive evaluation with these two methods showed that the integrated risk rating for this shipbuilding project was class D, and follow- up and rectification were needed with a focus on the improvement in health management. The application of MES evaluation and quality assessment of occupational health management in risk management for occupational hazards can achieve objective and reasonable conclusions and has good applicability.

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.

Fast Track Study

NASA Technical Reports Server (NTRS)

1996-01-01

The NASA Fast Track Study supports the efforts of a Special Study Group (SSG) made up of members of the Advanced Project Management Class number 23 (APM-23) that met at the Wallops Island Management Education Center from April 28 - May 8, 1996. Members of the Class expressed interest to Mr. Vem Weyers in having an input to the NASA Policy Document (NPD) 7120.4, that will replace NASA Management Institute (NMI) 7120.4, and the NASA Program/Project Management Guide. The APM-23 SSG was tasked with assisting in development of NASA policy on managing Fast Track Projects, defined as small projects under $150 million and completed within three years. 'Me approach of the APM-23 SSG was to gather data on successful projects working in a 'Better, Faster, Cheaper' environment, within and outside of NASA and develop the Fast Track Project section of the NASA Program/Project Management Guide. Fourteen interviews and four other data gathering efforts were conducted by the SSG, and 16 were conducted by Strategic Resources, Inc. (SRI), including five interviews at the Jet Propulsion Laboratory (JPL) and one at the Applied Physics Laboratory (APL). The interviews were compiled and analyzed for techniques and approaches commonly used to meet severe cost and schedule constraints.

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…

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.

49 CFR 633.15 - Access to information.

Code of Federal Regulations, 2010 CFR

2010-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.15 Access to information. A recipient of FTA funds for a major capital project shall provide the...

49 CFR 633.15 - Access to information.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.15 Access to information. A recipient of FTA funds for a major capital project shall provide the...

49 CFR 633.15 - Access to information.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.15 Access to information. A recipient of FTA funds for a major capital project shall provide the...

49 CFR 633.15 - Access to information.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.15 Access to information. A recipient of FTA funds for a major capital project shall provide the...

49 CFR 633.15 - Access to information.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Oversight Services § 633.15 Access to information. A recipient of FTA funds for a major capital project shall provide the...

Report to Congress on the U.S. Department of Energy`s Environmental Management Science Program: Research funded and its linkages to environmental cleanup problems, and Environmental Management Science Program research award abstracts. Volume 2 of 3 -- Appendix B

DOE Office of Scientific and Technical Information (OSTI.GOV)

NONE

The Department of Energy`s Environmental Management Science Program (EMSP) serves as a catalyst for the application of scientific discoveries to the development and deployment of technologies that will lead to reduction of the costs and risks associated with cleaning up the nation`s nuclear complex. Appendix B provides details about each of the 202 research awards funded by the EMSP. This information may prove useful to researchers who are attempting to address the Department`s environmental management challenges in their work, program managers who are planning, integrating, and prioritizing Environmental Management projects, and stakeholders and regulators who are interested in the Department`smore » environmental challenges. The research award information is organized by the state and institution in which the lead principal investigator is located. In many cases, the lead principal investigator is one of several investigators at a number of different institutions. In these cases, the lead investigator (major collaborator) at each of the additional institutions is listed. Each research award abstract is followed by a list of high cost projects that can potentially be impacted by the research results. High cost projects are Environmental Management projects that have total costs greater than $50 million from the year 2007 and beyond, based on the March 1998 Accelerating Cleanup: Paths to Closure Draft data, and have costs or quantities of material associated with an Environmental Management problem area. High cost projects which must remain active in the year 2007 and beyond to manage high risk are also identified. Descriptions of these potentially related high cost Environmental Management projects can be found in Appendix C. Additional projects in the same problem area as a research award can be located using the Index of High Cost Environmental Management Projects by Problem Area, at the end of Appendices B and C.« less

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

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-02

...; Arizona; Bradshaw Vegetation 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.... The project area encompasses about 55,554 acres. Within the project area, the proposal is to...

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.…

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.

Missouri Ozark Forest Ecosystem Project: the experiment

Treesearch

Steven L. Sheriff

2002-01-01

Missouri Ozark Forest Ecosystem Project (MOFEP) is a unique experiment to learn about the impacts of management practices on a forest system. Three forest management practices (uneven-aged management, even-aged management, and no-harvest management) as practiced by the Missouri Department of Conservation were randomly assigned to nine forest management sites using a...

GREMEX- GODDARD RESEARCH AND ENGINEERING MANAGEMENT EXERCISE SIMULATION SYSTEM

NASA Technical Reports Server (NTRS)

Vaccaro, M. J.

1994-01-01

GREMEX is a man-machine management simulation game of a research and development project. It can be used to depict a project from just after the development of the project plan through the final construction phase. The GREMEX computer programs are basically a program evaluation and review technique (PERT) reporting system. In the usual PERT program, the operator inputs each month the amount of work performed on each activity and the computer does the bookkeeping to determine the expected completion date of the project. GREMEX automatically assumes that all activities due to be worked in the current month will be worked. GREMEX predicts new durations (and costs) each month based on management actions taken by the players and the contractor's abilities. Each activity is assigned the usual cost and duration estimates but must also be assigned three parameters that relate to the probability that the time estimate is correct, the probability that the cost estimate is correct, and the probability of technical success. Management actions usually can be expected to change these probabilities. For example, use of overtime or double shifts in research and development work will decrease duration and increase cost by known proportions and will also decrease the probability of technical success due to an increase in the likelihood of accidents or mistakes. These re-estimating future events and assigning probability factors provides life to the model. GREMEX is not a production job for project management. GREMEX is a game that can be used to train management personnel in the administration of research and development type projects. GREMEX poses no 'best way' to manage a project. The emphasis of GREMEX is to expose participants to many of the factors involved in decision making when managing a project in a government research and development environment. A management team can win the game by surpassing cost, schedule, and technical performance goals established when the simulation began. The serious management experimenter can use GREMEX to explore the results of management methods they could not risk in real life. GREMEX can operate with any research and development type project with up to 15 subcontractors and produces reports simulating monthly or quarterly updates of the project PERT network. Included with the program is a data deck for simulation of a fictitious spacecraft project. Instructions for substituting other projects are also included. GREMEX is written in FORTRAN IV for execution in the batch mode and has been implemented on an IBM 360 with a central memory requirement of approximately 350K (decimal) of 8 bit bytes. The GREMEX system was developed in 1973.

Entrepreneurship skills development through project-based activity in Bachelor of Pharmacy program.

PubMed

Shahiwala, Aliasgar

2017-07-01

To provide pharmacy students with an opportunity to develop entrepreneurial thinking and skills. A business proposal building project-based activity was integrated into a two-credit hour pharmacy management course during the eighth semester of the bachelor of pharmacy degree program. The student groups submitted their proposals, mimicking the process of submitting business proposals and obtaining approval in the real world. Essential management tasks including operation procedures, location and layout design, inventory management, personnel management, marketing management, and finance management were taught step-by-step so that students could work on a similar scenario with their proposal building. Students' career preferences were also measured at the beginning and end of the course. Course was assessed by written exffigam and rubric based project evaluation. Student feedbacks of the project were collected using a five-point Likert scale. The project-based activity was well integrated in the course. The project helped the students (n=72) to understand management concepts more clearly, which was reflected by their significantly higher (p<0.01) grades compared to previous year. Students' feedback was overwhelmingly positive (mean score of 4.53 on the scale of 5). Students developed both interest and confidence to start a pharmacy as a result of this activity. The project was successfully designed and executed in a pharmacy management course within a bachelor of pharmacy curriculum. Based on the response received in this project, efforts will be made to provide guidance and support to the students by calling field experts such as pharmacy owners and financiers. Copyright © 2017 Elsevier Inc. All rights reserved.

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.

Djeen (Database for Joomla!'s Extensible Engine): a research information management system for flexible multi-technology project administration.

PubMed

Stahl, Olivier; Duvergey, Hugo; Guille, Arnaud; Blondin, Fanny; Vecchio, Alexandre Del; Finetti, Pascal; Granjeaud, Samuel; Vigy, Oana; Bidaut, Ghislain

2013-06-06

With the advance of post-genomic technologies, the need for tools to manage large scale data in biology becomes more pressing. This involves annotating and storing data securely, as well as granting permissions flexibly with several technologies (all array types, flow cytometry, proteomics) for collaborative work and data sharing. This task is not easily achieved with most systems available today. We developed Djeen (Database for Joomla!'s Extensible Engine), a new Research Information Management System (RIMS) for collaborative projects. Djeen is a user-friendly application, designed to streamline data storage and annotation collaboratively. Its database model, kept simple, is compliant with most technologies and allows storing and managing of heterogeneous data with the same system. Advanced permissions are managed through different roles. Templates allow Minimum Information (MI) compliance. Djeen allows managing project associated with heterogeneous data types while enforcing annotation integrity and minimum information. Projects are managed within a hierarchy and user permissions are finely-grained for each project, user and group.Djeen Component source code (version 1.5.1) and installation documentation are available under CeCILL license from http://sourceforge.net/projects/djeen/files and supplementary material.

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.

Djeen (Database for Joomla!’s Extensible Engine): a research information management system for flexible multi-technology project administration

PubMed Central

2013-01-01

Background With the advance of post-genomic technologies, the need for tools to manage large scale data in biology becomes more pressing. This involves annotating and storing data securely, as well as granting permissions flexibly with several technologies (all array types, flow cytometry, proteomics) for collaborative work and data sharing. This task is not easily achieved with most systems available today. Findings We developed Djeen (Database for Joomla!’s Extensible Engine), a new Research Information Management System (RIMS) for collaborative projects. Djeen is a user-friendly application, designed to streamline data storage and annotation collaboratively. Its database model, kept simple, is compliant with most technologies and allows storing and managing of heterogeneous data with the same system. Advanced permissions are managed through different roles. Templates allow Minimum Information (MI) compliance. Conclusion Djeen allows managing project associated with heterogeneous data types while enforcing annotation integrity and minimum information. Projects are managed within a hierarchy and user permissions are finely-grained for each project, user and group. Djeen Component source code (version 1.5.1) and installation documentation are available under CeCILL license from http://sourceforge.net/projects/djeen/files and supplementary material. PMID:23742665

5 CFR 470.303 - Eligible parties.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERSONNEL MANAGEMENT RESEARCH PROGRAMS AND DEMONSTRATIONS PROJECTS Regulatory Requirements Pertaining to Demonstration Projects § 470.303... demonstration projects under 5 U.S.C. 4701(a)(1) and 4701(b) may conduct demonstration projects after approval...

15 CFR 291.2 - Environmental integration projects.

Code of Federal Regulations, 2011 CFR

2011-01-01

.... Applicants should specify plans for proper organization, staffing, and management of the implementation... managing organization to conduct the proposed activities; qualifications of the project team and its... solicitation is permitted in this category. (b) Project objective. The purpose of these projects is to support...

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.

Survival of the project: a case study of ICT innovation in health care.

PubMed

Andreassen, Hege K; Kjekshus, Lars Erik; Tjora, Aksel

2015-05-01

From twenty years of information and communication technology (ICT) projects in the health sector, we have learned one thing: most projects remain projects. The problem of pilotism in e-health and telemedicine is a growing concern, both in medical literature and among policy makers, who now ask for large-scale implementation of ICT in routine health service delivery. In this article, we turn the question of failing projects upside down. Instead of investigating the obstacles to implementing ICT and realising permanent changes in health care routines, we ask what makes the temporary ICT project survive, despite an apparent lack of success. Our empirical material is based on Norwegian telemedicine. Through a case study, we take an in-depth look into the history of one particular telemedical initiative and highlight how ICT projects matter on a managerial level. Our analysis reveals how management tasks were delegated to the ICT project, which thus contributed to four processes of organisational control: allocating resources, generating and managing enthusiasm, system correction and aligning local practice and national policies. We argue that the innovation project in itself can be considered an innovation that has become normalised in health care, not in clinical, but in management work. In everyday management, the ICT project appears to be a convenient tool suited to ease the tensions between state regulatory practices and claims of professional autonomy that arise in the wake of new public management reforms. Separating project management and funding from routine practice handles the conceptualised heterogeneity between innovation and routine within contemporary health care delivery. Whilst this separation eases the execution of both normal routines and innovative projects, it also delays expected diffusion of technology. Copyright © 2015 Elsevier Ltd. All rights reserved.

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…

Spent Nuclear Fuel Project Configuration Management Plan

DOE Office of Scientific and Technical Information (OSTI.GOV)

Reilly, M.A.

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.

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, DEPARTMENT...

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…

Highlighted scientific findings of the Interior Columbia Basin Ecosystem Management Project.

Treesearch

Thomas M. Quigley; Heidi Bigler Cole

1997-01-01

Decisions regarding 72 million acres of Forest Service- and Bureau of Land Management- administered lands will be based on scientific findings brought forth in the Interior Columbia Basin Ecosystem Management Project. Some highlights of the scientific findings are presented here. Project scientists drew three general conclusions: (1) Conditions and trends differ widely...

78 FR 20613 - Ochoco National Forest, Paulina Ranger District; Oregon; Wolf Creek Vegetation and Fuels...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-04-05

...; Wolf Creek Vegetation and Fuels Management Project EIS AGENCY: Forest Service. ACTION: Notice of Intent... under what circumstances vegetation and fuels management will be implemented in the Wolf Creek project... populations of noxious weeds are known to exist within the project area. There is a risk that management...

75 FR 10754 - Humboldt-Toiyabe National Forests; Santa Rosa Ranger District; Martin Basin Rangeland Management...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-03-09

...-Toiyabe National Forests; Santa Rosa Ranger District; Martin Basin Rangeland Management Project AGENCY.... The Project Area is located in Humboldt County, Nevada. The preparation of this SEIS is needed because the Record of Decision issued on October 30, 2009 for the Martin Basin Rangeland Management Project...

The Woodworker's Website: A Project Management Case Study

ERIC Educational Resources Information Center

Jance, Marsha

2014-01-01

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

The Mammoth-June Ecosystem Management Project, Inyo National Forest

Treesearch

Connie Millar

1996-01-01

The Sierra Nevada Ecosystem Project (SNEP) case-study assessmentof the Mammoth-June Ecosystem Management Project(MJEMP) was undertaken to review and analyze the efficacy of alocal landscape analysis in achieving ecosystem-management objectivesin the Sierra Nevada. Of primary interest to SNEP was applicationof the new U.S. Forest Service (USFS) regional process...

The Bitterroot Ecosystem Management Research Project: What we have learned

Treesearch

Helen Y. Smith

2000-01-01

The varied topics presented in these symposium proceedings represent the diverse nature of the Bitterroot Ecosystem Management Research Project (BEMRP). Separated into six sections, the papers cover the different themes researched by BEMRP collaborators as well as brief overviews of five other ecosystem management projects. The sections are: Understanding the Ecosystem...

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,…

75 FR 43138 - Ochoco National Forest, Lookout Mountain Ranger District; Oregon; Howard Elliot Johnson Fuels and...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-23

...; Oregon; Howard Elliot Johnson Fuels and Vegetation Management Project EIS AGENCY: Forest Service, USDA... Prineville, Oregon. The project area includes National Forest and Bureau of Land Management System lands in... effects will take place. The Howard Elliot Johnson Fuels and Vegetation Management Project decision and...

75 FR 18144 - Kemmerer Ranger District, Bridger-Teton National Forest, Wyoming Kemmerer Grazing and Rangeland...

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-09

..., Wyoming Kemmerer Grazing and Rangeland Vegetation Management Project AGENCY: Forest Service, USDA. ACTION... appropriate within the project area. If livestock grazing is re-authorized then the adaptive management... allowed to continue to graze on 16 allotments within the project area, and if so, under what management...

The Missouri Ozark Forest Ecosystem Project: past, present, and future

Treesearch

Brian L. Brookshire; Randy Jensen; Daniel C. Dey

1997-01-01

In 1989, the Missouri Department of Conservation initiated a research project to examine the impacts of forest management practices on multiple ecosystem components. The Missouri Ozark Forest Ecosystem Project (MOFEP) is a landscape experiment comparing the impacts of even-aged management, uneven-aged management, and no harvesting on a wide array of ecosystem...

77 FR 29618 - The Release of the Draft Environmental Impact Statement and the Announcement of a Public Hearing...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-05-18

... Shoreline Management Project, on Figure Eight Island, New Hanover County, NC AGENCY: Department of the Army....html , under Figure Eight Island Inlet and Shoreline Management Project. FOR FURTHER INFORMATION... Carolina Division of Coastal Management (DCM) to insure the projects consistency with the Coastal Zone...

Managing the Podcast Lecture: A Hybrid Approach for Online Lectures in the Business Classroom

ERIC Educational Resources Information Center

Hollandsworth, Randall J.

2007-01-01

This article discusses a pilot project applying podcast technology to a management course. The project was designed, implemented, and evaluated in spring 2006 in conjunction with the Management and Supervisory Development program at Athens Technical College (Athens, Georgia). The project goals were to evaluate the pedagogical, logistical, and…

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, DEPARTMENT...

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, DEPARTMENT...

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, DEPARTMENT...

The Career Path to Instructional Design Project Management: An Expert Perspective from the US Professional Services Sector

ERIC Educational Resources Information Center

Williams van Rooij, Shahron

2013-01-01

There are well-documented competency standards for instructional/training designers and for project managers. However, there is little research about what skills and abilities employers expect from those seeking to become instructional/training design project managers, particularly within specific industry sectors. Focusing on the US professional…

15 CFR 923.92 - Allocation.

Code of Federal Regulations, 2010 CFR

2010-01-01

... management programs or the implementation of specific management projects provided that: (i) The State certifies that such tribal programs or projects are compatible with its approved coastal management policies... AND ATMOSPHERIC ADMINISTRATION, DEPARTMENT OF COMMERCE OCEAN AND COASTAL RESOURCE MANAGEMENT COASTAL...

Project Management Professional Development: An Industry Led Programme.

ERIC Educational Resources Information Center

Gale, Andrew; Brown, Mike

2003-01-01

Describes a modular master's program in project management. Explores relationships between return on investment, management competencies, and learning outcomes in the context of industry-academic partnerships. Discusses the managed learning environment using WebCT. (Contains 40 references.) (SK)

A system safety model for developmental aircraft programs

NASA Technical Reports Server (NTRS)

Amberboy, E. J.; Stokeld, R. L.

1982-01-01

Basic tenets of safety as applied to developmental aircraft programs are presented. The integration of safety into the project management aspects of planning, organizing, directing and controlling is illustrated by examples. The basis for project management use of safety and the relationship of these management functions to 'real-world' situations is presented. The rationale which led to the safety-related project decision and the lessons learned as they may apply to future projects are presented.

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

DOE Office of Scientific and Technical Information (OSTI.GOV)

Owens, C. M.

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.

VA Construction: Improved Processes Needed to Monitor Contract Modifications, Develop Schedules, and Estimate Costs

DTIC Science & Technology

2017-03-01

address challenges in managing projects to build medical facilities. In response to statutory requirements and additional congressional direction, VA...is outsourcing management of certain such projects to the U.S. Army Corps of Engineers (USACE). As of October 2016, VA had 23 ongoing projects...costing $100 million or more. VA and USACE have entered into interagency agreements for 12 of these 23 projects. The agreements entail USACE’s managing

Software risk management through independent verification and validation

NASA Technical Reports Server (NTRS)

Callahan, John R.; Zhou, Tong C.; Wood, Ralph

1995-01-01

Software project managers need tools to estimate and track project goals in a continuous fashion before, during, and after development of a system. In addition, they need an ability to compare the current project status with past project profiles to validate management intuition, identify problems, and then direct appropriate resources to the sources of problems. This paper describes a measurement-based approach to calculating the risk inherent in meeting project goals that leverages past project metrics and existing estimation and tracking models. We introduce the IV&V Goal/Questions/Metrics model, explain its use in the software development life cycle, and describe our attempts to validate the model through the reverse engineering of existing projects.

An Analysis of the Management of RED HORSE (Rapid Engineering Deployable, Heavy Operational Repair Squadron, Engineer) Construction Projects

DTIC Science & Technology

1987-09-01

folder . 4. Reviewing design documents and supervises project if designed by other than RED HORSE. 5. Chairing design conferences. 6. Coordinating design...project folder . Air Force Regulation 93-9 requires the project manager to maintain the following records: A. Approved project programming documents. B...these records are maintained in the project folder . Depending on the current status of the project, the project folder will be available from either the

[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). Copyright © 2013. Published by Elsevier GmbH.