Control System Migrations: A Practical Project Management Handbook

2013 ◽  
Author(s):  
Daniel Roessler
Keyword(s):  
Control System ◽  
Project Management ◽  
Practical Project

Study on Selection and Optimization of Vertical Transportation Equipment for High-Rise Construction

2010 ◽  
Vol 168-170 ◽  
pp. 2376-2381
Author(s):  
Xi Jing Qi ◽  
Xiao Hu Zhou ◽  
Ming Liang Song ◽  
Feng Ming Li
Keyword(s):  
Project Management ◽  
Evaluation System ◽  
Comprehensive Evaluation ◽  
Close Attention ◽  
Transportation Equipment ◽  
High Rise ◽  
Practical Project ◽  
Study Results ◽  
Objective System ◽  
Comprehensive Evaluation System

High-rise buildings in China has developed rapidly in recent years and problems such as construction and vertical transportation have been paid close attention more and more by society. The safety project management objective system mentioned in this article has comprehensively considered the characteristics of high-rise construction and vertical transportation and provided a comprehensive evaluation system for vertical transportation equipment for high-rise construction, which may be used for guiding equipment selection and optimization of equipment use. Meanwhile, the study results are applied in practical project to verify its effectiveness and practicability, so as to guide the enterprises to reasonably select and use vertical transportation equipment for high-rise construction and to realize the integration benefits of the project.

Research on Project Management of DCS Development for First AP1000 Unit

2013 ◽  
Author(s):  
Shihong Ma
Keyword(s):  
Control System ◽  
Project Management ◽  
Power Plant ◽  
Nuclear Power Plant ◽  
Nuclear Power ◽  
Safety Control ◽  
The World

Sanmen Nuclear Power Plant is constructing the first AP1000 unit in the world, and DCS system is adopted as the non-safety control system. This paper reviews the experience of Sanmen project, and analyzes the necessity of nuclear power plant Owner’s management for developing the DCS system, as well as how to manage the development effectively.

scholarly journals COMPUTERIZED INTEGRATED PROJECT MANAGEMENT SYSTEM FOR A MATERIAL PULL STRATEGY

2014 ◽  
Vol 20 (6) ◽  
pp. 849-863 ◽  
Author(s):  
Sang-Chul Kim ◽  
Yong-Woo Kim
Keyword(s):  
Quality Control ◽  
Control System ◽  
Project Management ◽  
Management System ◽  
Material Management ◽  
Scheduling System ◽  
Project Management System ◽  
Integrated Project ◽  
Material Management System ◽  
Equipment System

The purpose of this paper is to present a computerized integrated project management system and report results of a survey on the effectiveness of the system. The system consists of a scheduling system, material management system, labor/equipment system, and safety/quality control system. The backbone system is a scheduling system that adopts a production planning system and a project scheduling system. The lowest level in the scheduling system is a daily work management system, which is linked to each functional management system (i.e. material management system, labor/equipment system, and safety/quality control system). The paper focuses on the material management and scheduling systems to implement a material “pull” system to reduce material inventories on site. Details of material management and scheduling systems are discussed, and a sample application is presented to demonstrate the features of the proposed computer application system. The paper presents practitioners and researchers with a practical tool to integrate material management and scheduling systems for site personnel.

An Embedded Approach for Project Management Learning Process

2013 ◽  
Vol 4 (3) ◽  
pp. 38-49 ◽  
Author(s):  
Shai Rozenes ◽  
Ida Kukliansky
Keyword(s):  
Project Management ◽  
Engineering Students ◽  
Management Program ◽  
Project Managers ◽  
Contextual Learning ◽  
Engineering Project ◽  
Know How ◽  
Management Learning ◽  
Practical Project ◽  
Novel Approach

The project management discipline is expanding within many engineering activities. This discipline can facilitate strivings toward successful accomplishment of an engineering project. Therefore, many academic institutes teach the “project management” program. This study presents a novel approach that educates engineering students to become successful project managers based on contextual learning. This approach embeds a practical project within the project management program. The student has to implement the academic know-how into the embedded project. The study utilizes a quantitative tool to measure the students’ response to the approach. The results indicate that the students were satisfied with the approach.

Practical project management

2020 ◽  
pp. 28-46
Author(s):  
Katherine Firth ◽  
Liam Connell ◽  
Peta Freestone
Keyword(s):  
Project Management ◽  
Practical Project

Analyzing enablers and barriers to successfully project control system implementation in petroleum and chemical projects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sahar Jawad ◽  
Ann Ledwith
Keyword(s):  
Control System ◽  
Project Management ◽  
Matrix Multiplication ◽  
Management Tool ◽  
Project Delivery ◽  
Successful Implementation ◽  
Expert Group ◽  
Project Control ◽  
Interpretive Structural Modeling ◽  
Content Type

Purpose The purpose of this study is to analyze the interaction between the enablers and barriers to successful project control system (PCS) implementation in petroleum and chemical projects and to provide a knowledge-based foundation for the evaluation of the dominant factors of PCS success. Design/methodology/approach An integrated approach of interpretive structural modeling (ISM) and cross-impact matrix multiplication applied to classification (Matrice d’Impacts Croisés Multiplication Appliquée à un Classement) were used. An expert group of industry professionals and academics was consulted at the initial stage as an input for the ISM methodology to explore the contextual relationships among the critical factors to PCS implementation in petroleum and chemical projects. Findings This study identifies three dominants enablers of PCS success: the technical skills of the project controller; explicitly defined roles of project team members; and an accurate work breakdown structure. Additionally, six dominant barriers to successful PCS implementation have been identified: lack of standard processes, vague contract deliverables, unclear project goals, unclear project milestones, disparate control system between owner and contractor and lack of information communication. Organizations in the petroleum and chemical sectors should put more effort into the development of these factors to optimize the implementation of PCS. Research limitations/implications A limitation of this current study is its focus on the petroleum and chemical sectors in Saudi Arabia. It is expected that the findings will have wider applicability, but further studies in different sectors and geographic regions should be undertaken to validate this assumption. In this study, a second validation expert group was used to ensure the reliability of the results as much as was possible. However, further studies could be completed to evaluate alternate classification schemes and to test the robustness of the expert consensus and techniques reported, in this study, including an increased number of experts. Practical implications The present study makes some practical contributions to the project delivery process. It provides different project stakeholders with a better understanding of the factors that improve PCS outcomes and helps project owners and contractors to evaluate the PCS used by both parties to understand how they might be aligned for successful project execution. Originality/value The successful implementation of PCS is a key contributor to the total project delivery process. Although there is growing attention on PCS as a critical project management tool in petroleum and chemical projects, the literature in project management shows that PCS implementation has not been taken up as much as originally anticipated. This paper will address this gap by focusing on improving the take-up of strategical PCS implementation through the identification of six dominant enablers and nine dominant barriers as driver factors of success.

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