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Relevant bibliographies by topics / Building Leadership Team

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Academic literature on the topic 'Building Leadership Team'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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Journal articles on the topic "Building Leadership Team"

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Levin, Roger. "Leadership and team building." Journal of the American Dental Association 136, no. 5 (May 2005): 666–67. http://dx.doi.org/10.14219/jada.archive.2005.0240.

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Sheldon, Lesley M., and Pamela M. Parker. "Leadership and team building." Nursing Management 4, no. 2 (May 1997): 24–25. http://dx.doi.org/10.7748/nm.4.2.24.s15.

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HAYES, PAMELA M. "Team Building." Nursing Management (Springhouse) 25, no. 5 (May 1994): 52???54. http://dx.doi.org/10.1097/00006247-199405000-00009.

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Petrov, S. V. "COMMUNICATION OF LEADERSHIP AND TEAM." Scientific notes of the Russian academy of entrepreneurship 19, no. 3 (September 20, 2020): 202–8. http://dx.doi.org/10.24182/2073-6258-2020-19-3-202-208.

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This article is devoted to the study of the relationship, mutual influence of team building and team leadership established by the author of the article, the competencies of leaders in the field of team building, leadership styles, including with regard to the process of forming and maintaining teams, are established that the process of creating an effective team is an integral part of the leader’s daily activities.

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Smith, G. "Making the team [project team building and leadership]." IEE Review 47, no. 5 (September 1, 2001): 33–36. http://dx.doi.org/10.1049/ir:20010505.

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Jacobsen-Webb, Marilyn-Lu. "Team Building." JONA: The Journal of Nursing Administration 15, no. 2 (February 1985): 16???21. http://dx.doi.org/10.1097/00005110-198502000-00007.

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Ammeter, Anthony P., and Janet M. Dukerich. "Leadership, Team Building, and Team Member Characteristics in High Performance Project Teams." Engineering Management Journal 14, no. 4 (December 2002): 3–10. http://dx.doi.org/10.1080/10429247.2002.11415178.

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Kanzer-Lewis, Ginger. "Leadership Forum: Building Our Advocacy Team." Diabetes Educator 27, no. 2 (March 2001): 164–66. http://dx.doi.org/10.1177/014572170102700202.

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Fincke, M. K. "Orchestrating team building for harmonious leadership." Accident and Emergency Nursing 1, no. 4 (October 1993): 229–33. http://dx.doi.org/10.1016/0965-2302(93)90090-m.

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Turunen, Pauli, and Esa Hiltunen. "Empowering Leadership in a University Spin-off Project: A Case Study of Team Building." South Asian Journal of Business and Management Cases 8, no. 3 (October 15, 2019): 335–49. http://dx.doi.org/10.1177/2277977919876734.

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This case study explores university spin-off (USO) team building from leadership and intrapreneurship perspectives. The study sheds light on a USO team member’s view of team building, examining the inherent tensions and challenges, but also the best practices of team building in general. Thus, the case is based on narrative study and evocative autoethnography, providing knowledge from an insider´s perspective of USO team building and also team leadership, especially for supporting intrapreneurship. The intrapreneurship allows an employee to act like an entrepreneur—in this case, within a USO project team. Instead of considering team building as a completely rational process, the case stresses the need to take into account soft aspects, like emotions, in USO team building. This case study should assist other innovative teams in the future to process narratively different factors, relationships and team behaviour within innovation project teams.

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Dissertations / Theses on the topic "Building Leadership Team"

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Young, Robert J. "Building cohesion in church leadership a cohesion enhancement-empowerment-training model for leadership team building /." Theological Research Exchange Network (TREN), 1994. http://www.tren.com.

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Dunahoo, Charles H. "Team building key to church growth /." Theological Research Exchange Network (TREN), 1989. http://www.tren.com.

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Ballard, Paul H. "Team building practices employed by senior pastors to build healthy ministry teams." Online full text .pdf document, available to Fuller patrons only, 2004. http://www.tren.com.

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Crosby, Robert. "Equipping Christians for effective ministry through biblical team building in the twenty-first century." Theological Research Exchange Network (TREN), 2006. http://www.tren.com/search.cfm?p068-0617.

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Pascoe, Aguilar Daniel. "Effects of personality type on the consensus-building performance of a leadership team." [Bloomington, Ind.] : Indiana University, 2009. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3386710.

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Thesis (Ph.D.)--Indiana University, Dept. of Instructional Systems Technology, 2009.
Title from PDF t.p. (viewed on Jul 15, 2010). Source: Dissertation Abstracts International, Volume: 70-12, Section: A, page: 4543. Adviser: Charles M. Reigleuth.

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Guiney, Andrew, and aguiney@smsmt com. "Information Technology Project Management Team Building for Project Success." RMIT University. Graduate School of Business, 2009. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20100122.121228.

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More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.

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Kwaye, Alphonse Shefa. "Effective Strategies for Building Trust in Virtual Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5740.

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Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context.

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Khemsiri, Praphamontripong Heyl Barbara Sherman Padavil George. "Leadership styles used in team building by administrators from accredited private primary schools in Bangkok." Normal, Ill. Illinois State University, 2002. http://wwwlib.umi.com/cr/ilstu/fullcit?p3088030.

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Thesis (Ph. D.)--Illinois State University, 2002.
Title from title page screen, viewed January 3, 2006. Dissertation Committee: Barbara Heyl, George Padavil (co-chairs), Linda Lyman, Paul Baker. Includes bibliographical references (leaves 208-215) and abstract. Also available in print.

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Lawhon, Stanley Ray. "Team building bridging the leadership gap between the staff and eldership of Eastside Christian Church /." Theological Research Exchange Network (TREN), 2002. http://www.tren.com.

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Vallée, Chantal N. "Building a successful program : perspectives of expert Canadian female coaches of team sports." Thesis, McGill University, 2002. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=29524.

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The purpose of this study was to assess the perceptions of expert coaches on the key elements for building their successful programs. Five female expert Canadian university coaches of team sports were individually interviewed with an open-ended approach. Data were analysed inductively, following the guidelines of Cote, Salmela, Baria, and Russell (1993) and of Cote, Salmela, and Russell (1995). The results of the analysis identified four key elements for the building of a successful program. First, coaches possessed a variety of personal attributes that enabled them to display appropriate leadership. Second, coaches possessed thorough organisational skills from which they set goals, planned the season, and prepared their team for games. Third, coaches had a personal desire to foster their players' individual growth, by empowering them and teaching them life skills. Finally, the aforementioned elements were interrelated and linked together by the coaches' vision, without which success was unlikely. Data also showed the correspondence of these four elements with a transformational leadership style that has been successfully used in business, military, industry, and educational settings.

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Books on the topic "Building Leadership Team"

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Leadership and team building. New Delhi: Oxford University Press, 2010., 2010.

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Maddux, Robert B. Team building: An exercise in leadership. Los Altos, Calif: Crisp Publications, 1986.

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Team building: An exercise in leadership. London: Kogan Page, 1988.

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Team building: An exercise in leadership. 2nd ed. London: Kogan Page, 1988.

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Team building: An exercise in leadership. Los Altos, Calif: Crisp Publications, 1992.

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Maddux, Robert B. Team building: An exercise in leadership. Los Altos, Calif: Crisp Publications, 1992.

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1962-, Morris Steve, and Barron's Educational Series inc, eds. Successful team building. Hauppauge, N.Y: Barron's, 1997.

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Quick, Thomas L. Successful team building. New York: AMACOM, American Management Association, 1992.

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Wade, Norman M. The leader's smartbook: Training management, leadership, & team building. Lakeland, FL: Lightning Press, 2001.

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Rapid team deployment: Building high-performance project teams. Menlo Park, Calif: Crisp Publications, 1995.

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Book chapters on the topic "Building Leadership Team"

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Pendleton, David, Adrian F. Furnham, and Jonathan Cowell. "Building a Leadership Team." In Leadership, 133–54. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60437-0_7.

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Harris, Chris. "Innovative Team Leadership." In Building Innovative Teams, 130–39. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9780230001145_11.

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Tjosvold, Dean, and Mary Tjosvold. "Leadership for Teamwork, Teamwork for Leadership." In Building the Team Organization, 65–79. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137479938_5.

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Sale, James, and Jane Thomas. "Leaders team building." In Mapping Motivation for Leadership, 101–20. 1 Edition. | New York, NY : Routledge, [2020] | Series: The complete guide to mapping motivation: Routledge, 2019. http://dx.doi.org/10.4324/9781351257046-8.

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Gaebel, Wolfgang, Andreas Kuchenbecker, Noemi Wulff, and Jürgen Zielasek. "Team-Building in Psychiatry." In Leadership in Psychiatry, 107–25. Chichester, UK: John Wiley & Sons, Ltd, 2013. http://dx.doi.org/10.1002/9781118569948.ch9.

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Pendleton, David, and Adrian Furnham. "Building a leadership team." In Leadership: All You Need To Know, 97–117. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230354425_7.

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Taigman, Mike, and Stephen Dean. "Leadership and team building." In Emergency Medical Services, 85–93. Chichester, UK: John Wiley & Sons, Ltd, 2015. http://dx.doi.org/10.1002/9781118990810.ch83.

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Pendleton, David, and Adrian Furnham. "Building a Leadership Team." In Leadership: All You Need To Know 2nd edition, 121–47. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-55436-9_6.

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Rees, W. David, and Christine Porter. "Meetings, Chairing and Team Building." In Skills of Management and Leadership, 317–35. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-32562-4_15.

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Sheikh, Rizwan Amin. "Theoretical Frameworks and Models on Leadership, Emotional Intelligence, and Team-Building." In Blue Shark Team-Building, 15–36. Boca Raton: Auerbach Publications, 2021. http://dx.doi.org/10.1201/9781003216711-3.

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Conference papers on the topic "Building Leadership Team"

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Wang, Yao. "Research on Team Building Ability of Middle-level Managers in Enterprises Based on Leadership Theory." In 2020 3rd International Conference on Humanities Education and Social Sciences (ICHESS 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201214.507.

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Howes, C. Susan, and Robert W. Taylor. "A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206302-ms.

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Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

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Mina, Odette, and Richard Ciocci. "Domestic and Global New Building Construction: A Tool for Selecting Green and Sustainable Building Systems and Components." In ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-65384.

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This paper provides an overview of how to design a cost effective and environmentally responsible, green and sustainable, commercial building. Specifically included is the selection process for proper building components which will identify all factors that must receive design phase consideration and ultimately lead to the desired outcome. The process takes into consideration the appropriate aspects of various green building environmental assessment tools, such as, Leadership in Energy and Environmental Design (LEED), Green Globes (GG), Building Research Establishment Environmental Assessment Method (BREEAM), to identify important elements for design, construction, operation and maintenance of a building. Such a selection process involves many building components, but the focus of this paper is roofing systems. Specifically, the roofing system selection process will use a weighting scheme, which will be described later in this paper. This example selection process will illustrate how to identify all important factors that must be considered when choosing the best environmentally responsible and sustainable building components that are appropriate for the specific design and construction project. The weighting scheme will be useful and applicable not only for specific projects at the local level but globally as well. Factors taken into consideration are building use; geographic location and climate; budget; and any additional considerations deemed necessary by the design and construction project team.

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Maksimov, Yuri, Mars Khasanov, Aleksander Blyablyas, Sergey Vershinin, Evgeny Ognev, and Roman Starostenko. "A Revolutionary Approach to Meeting Technological Challenges." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206210-ms.

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Abstract Gazprom Neft Science and Technology Center tailors various system engineering methods and other practices to the agenda of oil and gas industry. Resulting consistent approaches will produce a sort of work book enabling management of complex projects throughout the Upstream perimeter. Value-Driven Engineering is a strategic approach to system engineering that optimizes several disciplines within a single model. For example, complex project components are broken down into simpler elements, making it easier to find responsible action officers. Planning is broken down into phases that make it easier to meet the assigned deadlines. It allows you to fragmentize the end product at the design and management phase with a view to edit the product's configuration during the work. Essentially, the VDE approach best resembles a step-by-step guide to putting together a construction made up of multiple elements: without this guide, building the elements into one piece is a much harder job. System engineering is being successfully employed by NASA and aircraft industry today. The approach helps bring together numerous correlated technologies in spacecraft and aircraft building. In the oil industry, BP and Shell are the pioneers in using VDE. Seeking to tailor the system engineering approaches to the applied problems of Gazprom Neft, the Company engineers deliver work in several stages. Stage one is a look back study of projects that covers all the aspects of oil production, from seismic survey to field operation. To build the optimal concept, a project team studies special literature and existing practices in related sectors, essentially among foreign counterparts. The Company has already analyzed the existing research breakthroughs, best practices and digital tools. Even though VDE will chiefly focus on the development of new reservoirs, its individual practices may be successfully utilized at existing assets. Oil and gas production system is growing more complex every day because of the number of control elements and uncertainties that the oil and gas Company has to face at the early stages of planning a future asset. Development of each product, from concept to final implementation, involves a number of lifecycle stages; the sequence of these stages and the necessary toolkit for each stage is identified by the area of expertise known as system engineering. System engineering works perfectly if a certain product or system has existing equivalents, but engineers today may have to handle their tasks in absence of equivalent solutions, which necessitates engagement of creative competences. Development of such competences and inventive problem solving are in the focus of the area of expertise known as creative problem solving that relies on the TRIZ methods (TRIZ = theory of inventive problem solving). Technology intelligence is the area of expertise that focuses on aggregation of experience and employment of solutions from related industries or even from fundamental science. It allows engineering teams to work in an orderly and consistent fashion to find appropriate solutions in nature or in other areas of expertise and to accumulate such solutions in the Company's knowledge cloud. Development of complex systems and products, which include reservoir management, requires multidisciplinary engineering teams. An area of expertise known as team leadership is designed to make collaboration among team members more efficient. Value-Driven Engineering (VDE) is premised on the fundamental principles of systematic thinking of an engineer and human creativity. The conceptual framework of Value-Driven Engineering is shown in Figure 1. Figure 1 Conceptual framework of Value-Driven Engineering The concept involves four key areas of expertise: System engineering, i.e. the set of practices to control the technological system/product development process; Inventive problem solving, i.e. the methods and tools used to catalyze creative competence and problem solving skills; Technology intelligence, i.e. management of comprehensive scouting for human resources and new technologies; Team leadership, i.e. step-by-step guide to transform a group of specialists into a successful team by means of identifying the optimal team size and balance of roles and building a leadership system (goal, mission). This article provides a detailed outlook on the above methods and practices of tackling the challenges faced by the oil and gas industry.

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Cadena, Cara M., and Marcia Lee. "When you don’t know what you don’t know: How two new collections librarians right-sized a collections budget." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317164.

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Due to impending campus-wide downsizing, the Grand Valley State University (GVSU) Libraries projected that a worst-case scenario would result in a 14% cut to the library’s collections budget for fiscal year 2020. In the same year, GVSU Libraries welcomed several new members of its leadership team, including the dean, two associate deans, head of systems, head of collections, business administrator, and a vacancy after the long-time acquisitions manager retired. Budget cuts and staff turnover are tough, but they prompted a much-needed reassessment of roles, culture, and priorities in the library. Different approaches to spending and curating the library’s collections were vital to counteract the budgetary challenges. Cara Cadena, the new head of collections, was charged with building a task force to recommend cancellations and a plan to communicate these changes across campus. Decisions were made based on feedback gathered from teaching faculty, liaison librarians, campus stakeholders, and usage data. Ultimately, the communication plan proved to be the most critical--and challenging--part of the process. In this session, Cara and Marcia will discuss successes, missteps, results, the importance of vendor relationships, and future plans for collection management at GVSU. Attendees will gain insights into leveraging stakeholder buy-in and grasping opportunities amidst constant change (and decreased funding) in order to evolve effectively. They’ll also learn how GVSU Libraries are reimagining the role of the collections team.

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Khairova, Saida, and Bari Khairov. "Efficient Techniques for Leading Teams: Building and Improving Teamwork." In 6th International Conference on Social, economic, and academic leadership (ICSEAL-6-2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200526.004.

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Foroudastan, Saeed, and Brigette Thompson. "Experimental Vehicles Program Aides in Innovative Hands-On Learning Experiences." In ASME 2013 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/imece2013-66100.

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The Experimental Vehicles Program (EVP) was created in 2004 as an umbrella program for five different undergraduate experimental vehicle design teams. These projects consist of the Solar Vehicle, Moonbuggy, Baja SAE, Formula SAE, and Solar Boat. The goal of the EVP is to foster undergraduate student development through hands-on construction of experimental vehicles with the guidance of faculty mentors and partnerships with both national and international industry leaders. Each EVP project performs a vital function in the professional development of students. The projects provide a forgiving environment in which students can test their classroom knowledge in a real-world setting and learn important skills such as leadership, effective communication, and working as a team member. Furthermore, the students in the EVP develop highly versatile and qualified skill sets that will allow them to fill various positions within the workplace. In the past 90% of EVP graduates have been able to obtain highly regarded national and international positions upon graduation due to their real-world hands-on experience gained throughout their involvement in the EVP. Each year the EVP sponsors up to sixty interdisciplinary students that come together in peer-led teams to combine and expand upon their classroom knowledge in building innovative vehicles. The successes of the MTSU EVP have been recognized by becoming the national model for hands-on engineering education; helping engineering students take classroom knowledge and apply it to real-world situations. Students work in teams to annually design, construct, and test novel vehicle designs for participation in national and international competitions. Due to the competitive nature of each of the events, students must use cutting edge technology and design methods in order to create the best entries possible. Often times this means creating partnerships with industry leaders who help mentor the students from the design conception, the fabrication, through the manufacturing of each vehicle. These partnerships benefit both the students and the companies; students are able to create real-world contacts and gain a working knowledge of the industry that they cannot learn in the classroom. Furthermore, the students are able to use the contacts to garner equipment like solar panels and wheels. Likewise, the companies are able to receive recognition at national and international competition as program sponsors are advertised on the competition vehicles. Moreover the industries are able to build relationships with future employees who have real-world experience and who have become intimately involved with specialized technology such as “green energy”.

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Sarlos, Peter. "Shortsighted Leadership in Construction." In IABSE Workshop, Helsinki 2017: Ignorance, Uncertainty, and Human Errors in Structural Engineering. Zurich, Switzerland: International Association for Bridge and Structural Engineering (IABSE), 2017. http://dx.doi.org/10.2749/helsinki.2017.067.

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Over the past 50 years there has been a significant decline in the quality of constructed outcomes in the Australian building industry. The decline can be readily attributed structural changes in project delivery methodologies that have been brought about by the focus of some industry participants on time, cost and profit at the expense of quality, durability and the project encapsulated environmental health. The changes have been stimulated by legislative changes that have increased the complexity of compliance while at the same time reducing the oversight of work to ensure compliance. A striking impact of these changes has been to force changes to the leadership of the project delivery process where the focus of the effort is on project economics to the exclusion of meeting the project brief and the projects long term durability.

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Dossick, Carrie Sturts, Anne Anderson, Nishant Bordia, and Laura Osburn. "Teaching Technological Leadership in Globally Distributed Teams Working with Building Information Models." In Lean and Computing in Construction Congress - Joint Conference on Computing in Construction. Edinburgh: Heriot-Watt University, 2017. http://dx.doi.org/10.24928/jc3-2017/0211.

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Kramer, Justin, Brenton Greska, and Anjaneyulu Krothapalli. "Construction and Implementation of the Off-Grid Zero Emissions Building." In ASME 2010 4th International Conference on Energy Sustainability. ASMEDC, 2010. http://dx.doi.org/10.1115/es2010-90387.

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This paper deals with the construction and implementation of the Off-Grid Zero Emissions Building (OGZEB), a project undertaken by the Energy Sustainability Center (ESC), formally the Sustainable Energy Science and Engineering Center (SESEC), at the Florida State University (FSU). The project involves the design, construction and operation of a completely solar-powered building that achieves LEED-NC (Leadership in Energy and Environment Design-New Construction) platinum certification. The 1064 square foot building is partitioned such that 800 square feet is a two bedroom, graduate student style flat with the remaining 264 square feet serving as office space. This arrangement allows the building to serve as an energy efficient model for campus designers in student living and office space. The building also serves as a prototype for developing and implementing cutting edge, alternative energy technologies in both residential and commercial settings. For example, hydrogen is used extensively in meeting the energy needs of the OGZEB. In lieu of high efficiency batteries, the excess electricity produced by the buildings photovoltaic (PV) panels is used to generate hydrogen via water electrolysis for long term energy storage. The hydrogen is stored on-site until needed for either generating electricity in a Proton Exchange Membrane (PEM) fuel cell stack or combusted in natural gas appliances that have been modified for hydrogen use. The use of hydrogen in modified natural gas appliances, such as an on-demand hot water heater and cook top, is unique to the OGZEB. This paper discusses the problems and solutions that arose during construction and includes detailed schematics of the OGZEBs energy system.

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