improving project management department von national research (7 Ergebnisse)

Zustand: As New. Like New condition. A near perfect copy that may have very minor cosmetic defects.

Zustand: Very Good. Very Good condition. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.

Trade paperback. Zustand: Very good. Trade paperback (US). Glued binding. xiv, 111, [1] p. References. This report has been reviewed in draft from by individuals chosen for their diverse perspectives and technical expertise, in accordance with procedures approved by the National Research Council's Report Review Committee. The purpose of this independent review was to provide candid and critical comments that would assist the institution in making its published report as sound as possible and to ensure that the report met institutional standards for objectivity, evidence, and responsiveness to the study charge. Presumed first edition/first printing of the 2002 Assessment.

Trade paperback. Zustand: as new. First? Edition. First? Printing. 112 pages. Wraps, references, appendices. Prepared under the auspices of the Committee for Oversight and Assessment of U.S. Department of Energy Project Management, Board on Infrastructure and the Constructed Environments, Division on Engineering and Physical Sciences, National Research Council.

Trade paperback. Zustand: very good. Presumed First Edition/First Printing. xi, [1], 128 pages. Wraps. Figures. References. Appendices. In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the National Research Council to carry out a series of assessments of project management at the Department of Energy (DOE). This report, the 2001 Assessment, is the first in that series. It presents an examination of DOE's progress in improving program management and offers recommendations regarding project management methodology and project oversight. Prepared under the auspices of the Committee for Oversight and Assessment of U.S. Department of Energy Project Management, Board on Infrastructure and the Constructed Environments, Division on Engineering and Physical Sciences, National Research Council. The 105th Congressional Committee of Conference on Energy and Water Development in its appropriation conference report directed the U.S. Department of Energy (DOE) to undertake an independent review and assessment of its project management structure and processes for identifying, managing, designing and constructing facilities. The concern was the quality of the technical scopes, cost estimates, schedules, and supporting data regarding these construction projects as well as the validity of the proposed costs, scopes, and schedules. The study was to also include a review of large operating projects such as environmental projects which may or may not involve much construction, but should clearly be managed with the same principles and guidelines. The overall objective was achieve departmental processes that controlled the projects' cost and schedule as well as reduce cost growth and schedule slippages. While the original congressional direction was for the US Army Corps of Engineers to perform the review, the final version allowed the DOE to ask the National Research Council (NRC) to conduct such a study. In 1998, prior to delivering the later general study in 1999, NRC completed a short time frame study using a generic approach to assess DOE's FY98 budget request, which did not attempt to address the broader issues of systems acquisition and project delivery within DOE raised by the conference report.

Trade paperback. Zustand: good. Presumed First Edition, First printing. xi, [1],128 pages. Wraps. Illustrations. References. Appendices. Acronyms and Abbreviations. Staple holes in front cover, distribution memo laid in. Prepared under the auspices of the Committee for Oversight and Assessment of U.S. Department of Energy Project Management, Board on Infrastructure and the Constructed Environments, Division on Engineering and Physical Sciences, National Research Council. The Department of Energy (DOE) is engaged in numerous multimillion- and even multibillion-dollar projects that are one of a kind or first of a kind and require cutting-edge technology. The projects represent the diverse nature of DOE's missions, which encompass energy systems, nuclear weapons stewardship, environmental restoration, and basic research. Few other government or private organizations are challenged by projects of a similar magnitude, diversity, and complexity. To complete these complex projects on schedule, on budget, and in scope, the DOE needs highly developed project management capabilities. This report is an assessment of the status of project management in the Department of Energy as of mid-2001 and the progress DOE has made in this area since the National Research Council (NRC) report Improving Project Management in the Department of Energy (Phase II report) was published in June 1999 (NRC, 1999). The Phase II report findings and recommendations are reproduced as Appendix C. The findings presented in this report reiterate and expand on those given in the committee's January 2001 interim letter report, Improved Project Management in the Department of Energy (NRC, 2001), reproduced here as Appendix D. The Phase II report estimated that DOE projects costed taxpayers 50 percent more than comparable projects would cost if performed by the private sector or other government agencies, in large part because DOE did not use industry-standard best practices for project management. The Phase II report recommended, inter alia, that DOE develop policies, procedures, models, tools, techniques, and standards; train staff in their use; and require their use on DOE projects. It recommended further that DOE should develop and deploy a comprehensive project management system with clear definition of the specific roles and responsibilities of all parties associated with a project. As noted in the interim letter report, the department has taken a number of positive steps since the Phase II report. On June 25, 1999, subsequent to the release of that report, the deputy secretary, as the DOE chief operating officer, issued a memorandum announcing a project management reform initiative. This memorandum directed a number of actions to be taken to improve project management capability. These included the formation of the Office of Engineering and Construction Management (OECM) in the office of the chief financial officer (CFO) and the formation and strengthening of project management support offices (PMSOs) in the three major program secretarial offices (PSOs). On January 3, 2000, the deputy secretary issued an interim instruction to serve as policy guidance on critical decisions by acquisition executives (AEs) and the Energy Systems Acquisition Advisory Board (ESAAB) and on the conduct of corporate-level performance reviews. On June 10, 2000, DOE issued Policy P413.1, which addresses project management accountability, the establishment of project management organizations, project management tools, and training of personnel. DOE Order O413.3 was issued October 13, 2000, to implement the DOE policy document. O413.3 covered department policies on project management; provision for project engineering and design (PED) funding for preconstruction planning; reestablishment of the ESAABs; and other matters related to the management and oversight of DOE projects. Finally, the Program and Project Management (PPM) manual and a companion volume, Project Management Practices (PMP), were released in draft form in October 2000. The body of this report.

Trade paperback. Zustand: very good. xii, 137, [1] pages. Wraps. Figures. Tables. References. Appendices. Glossary. Acronyms. Pencil erasure on title page. Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverable) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies. The primary challenge of project management is to achieve all of the project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget. The secondary - and more ambitious - challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. DOE requested that the National Research Council (NRC) conduct a study to review the policies, procedures, and practices used by DOE to identify, plan, design, and manage its portfolio of projects. The goal of the study was to develop recommendations to improve DOE's oversight and management of projects.The Board on Infrastructure and the Constructed Environment (BICE) advises the executive and legislative branches of government, other governmental and private sector organizations, and the general public on questions of technology, science, and public policy applied to: the design, construction, operations, maintenance, security, and evaluation of buildings, facilities, and infrastructure systems; the relationship between the constructed and natural environments and their interaction with human activities; the effects of natural and manmade hazards on constructed facilities and infrastructure the interdependencies of infrastructure systems (power, water, transportation, telecommunications, wastewater, buildings) and the potential for cascading failuresThe BICE brings together in an independent forum expertise from a wide range of scientific, engineering, and social science disciplines to address problems and issues in these areas. It provides a unique structure to respond to specific requests from government, or to act on its own initiative with public or private sector support. To respond to requests, the BICE oversees committee activities involving studies, briefings, workshops, symposia, and a variety of information dissemination activities.Established in 1946 as the Building Research Advisory Board, BICE and its predecessor organizations have been the principal units of the NRC concerned with the built environment. Although advisory services make up the bulk of BICE activities, a number of specific programs have been created and maintained over the years, the most significant and longest running of which is the Federal Facilities Council. Presumed First Edition, First printing [A limited number of copies of this report were available from the Board on Infrastructure and the Constructed Environment, National Research Council].