The Role of Project Management Team in Waterflood Pilot Project as a Plan for Full Project Development

2011 ◽  
Author(s):  
Reza Nur Ardianto ◽  
John Hisar Simamora
Keyword(s):  
Project Management ◽  
Pilot Project ◽  
Management Team ◽  
Project Development

Web Application for Virtual-Making of Cost Domain in Process of Civil-Project E-Management by Suggestive Algorithms

2011 ◽  
Vol 383-390 ◽  
pp. 4660-4664
Author(s):  
Amir Reza Estakhrian Haghighi ◽  
Sina Safaee
Keyword(s):  
Project Management ◽  
Web Application ◽  
Pilot Project ◽  
Virtual Space ◽  
Quality Factors ◽  
Traditional Management ◽  
Web Based ◽  
Multiple Domains ◽  
Role Of It

In this article, it is tried to study the role of IT powerful tools to change in identity of procedure in developmental project management from traditional space to virtual space (conversion of project traditional management to project electronic project) and also it is studied how to enforce electronic methods in managing projects and it’s effect on expense/time and quality factors with modeling a developmental project as a pilot project to exiting systems and procedures in projects. Since in accordance to PMBOK [6] viewpoint, project management process can be defined as management on multiple domains such as Communication, Provisions, Cost, Quality and time. Therefore, in this article, some suggestive algorithms will be introduced to show the feasibility of virtual making and web-based management of one of the domains of project management. (Cost domain)

scholarly journals Research on How a Project Owner Plays the Role of Resource Integration in the Project Management

2018 ◽  
Vol 3 (1) ◽  
pp. 21
Author(s):  
Ziren Rong
Keyword(s):  
Project Management ◽  
Resource Integration ◽  
Project Development ◽  
Modern Project ◽  
Contact Position

<p><em>In the modern project management, a project owner is the center of all aspects of the resource in the contact position.</em><em> </em><em>Therefore, the responsibility of the project of resource integration is inevitably dominated by</em><em> </em><em>the project owner.</em><em> </em><em>To understand the responsibility is the key to improve the level of project development in all aspects. It is also a good way to improve the level of overall quality and the efficiency of project management. In this paper it is mainly analyzed that the necessity of resource integration of a project owner, so as to explain how a project owner plays the role of resource integration in the project management.</em></p>

scholarly journals Effective Project Management and the Role of Quality Assurance throughout the Project Life Cycle

2021 ◽  
Vol 6 (5) ◽  
pp. 84-88
Author(s):  
Hengameh Fakhravar ◽  
Monier Madison Ouabira
Keyword(s):  
Quality Assurance ◽  
Project Management ◽  
Research Approach ◽  
Project Implementation ◽  
Project Development ◽  
Implementation Quality ◽  
Development Cycle ◽  
Project Life Cycle ◽  
Project Life

Quality is a fundamental requirement in effective project management. Effective project management entails a steady focus on quality management as well as achievement of all user requirements as defined during the requirements engineering phase of project implementation. Quality assurance must be executed throughout the project development cycle as a new normal in reducing errors and challenges during project development. Conducting quality assurance throughout the project development cycle has many benefits to both the project as well as the project development team. Understanding the research approach to use is critical in achieving high-quality findings in projects. There is a need to understand how to utilize deductive, inductive, and abductive research reasoning when conducting project implementation.

GPS Data Collection - Lessons Learned from the BP MC2452 Response

2014 ◽  
Vol 2014 (1) ◽  
pp. 300213
Author(s):  
Douglas Anderson
Keyword(s):  
Project Management ◽  
Data Collection ◽  
Inventory Management ◽  
Management Training ◽  
Lessons Learned ◽  
Management Team ◽  
Management Support ◽  
Project Development ◽  
Software And Hardware ◽  
And Training

Background: The MC252 oil spill posed a multitude of challenges. There were many areas where data collection was not only needed but a necessity of the operations, situation and planning units. In an effort to fill this need, the leadership of BP purchased a software and hardware solution. This combination of software and hardware did provide a viable solution, but was perhaps not the perfect combination. Lacking proper mobile support for management, support, training and development support, the program stumbled. Results: The Mobile program suffered greatly until Trimble, the manufacturer of the devices, learned of the issues. They then pushed for a management team for the program. The management team underwent many iterations of solution implementation before a solid program of project development, testing, deployment and training was refined. This included coverage of a project development plan, project management, training plan, device inventory management, and remote device management software solution. Conclusions: A model for program implementation and management should be applied to future disasters including a software/hardware purchase matrix, an organization chart inclusion for a mobile administrator/team, standardized data models for projects, project management, change management and training team.

scholarly journals The role of contractor in improving buildability in construction projects in Bali

2019 ◽  
Vol 276 ◽  
pp. 02023
Author(s):  
Ari Sanjaya I Putu ◽  
Putu Joni I Gede ◽  
Frederika Ariany
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Planning ◽  
Management Team ◽  
Time Cost ◽  
Improvement Program ◽  
Important Principle ◽  
Implementation Stages ◽  
Construction Knowledge

Buildability is defined as the optimum use of construction knowledge and experience (time, cost, quality) at the planning, design, procurement, and field implementation stages so that the building can be completed effectively, efficiently and of good quality. The successful application of the buildabbility improvement program depends on the commitment of all members of the project management team to achieve success. The project management team includes the owner of the project planning and implementation. The aim of the research is to find out the important principle of buildability so that the contractor can play a bigger role in improving constructability. Data collection was carried out by questionnaires and interviews. The results of the analysis showed that the role of the contractor in improving buildability was the highest in the factor of Construction knowledge, team expertise and integration.

“DON VALLEY” WINE-MAKING CLUSTER AS AN ENOGASTROTOURISM DEVELOPMENT SITE: SOCIO-CULTURAL COMPONENT

2020 ◽  
Author(s):  
Е.V. Pokazannik ◽  
Keyword(s):  
Project Management ◽  
Geographic Location ◽  
Tourist Destination ◽  
Wine Making ◽  
Rostov Region ◽  
Regional Cluster ◽  
Educational Programmes ◽  
Development Site ◽  
Cultural Component

“Don Valley” is more than a historic or geographic location, - it is an official name of a wine-making area, proposed by Rostov Region administration for consolidation of local wine-makers under the single mega-brand. Specialized regional cluster “Don Valley” is “an association of leading scientific, educational, industrial, engineering and innovative organizations and enterprises of the Rostov region, operating in the following areas: wine-making, manufacturing of components for wineries, scientific-research and educational programmes, development of retail infrastructure, promotion of wine-tasting and gastronomic tourism, and viniculture”3. The creators of the cluster official web-site declare “Made on the Don” brand communication as their primary goal, along with promotion of wine in the region. The article reviews the specifics of Don region from a standpoint of its attractiveness as a tourist destination. The mandatory components are named that together with the enogastronomic sphere can contribute to the growth of demand for tourist routes of various content and duration. The key role of cultural and historic component in successful promotion of the Don winemaking in the tourism market is emphasized. It is noted that enogastrotourism can be developed successfully in Don region through socio-cultural project management based on the thorough analysis of specifics of the region as a whole and its individual components affecting the marketing and advertising solutions.

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