Relevant bibliographies by topics / Project cycle management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Project cycle management'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Project cycle management"

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Altunel, Haluk. "Agile Project Management in Product Life Cycle." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 50–63. http://dx.doi.org/10.4018/ijitpm.2017040104.

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Agile project management methodologies are becoming more popular day by day. They provide flexibility and adaptability to customers and project teams in terms of planning and competition. Due to these benefits, the share of the agile managed projects has been increasing. Most of the agile projects are executed on products. On the other hand, every product has a life cycle. Just as living beings, it is born, it grows/changes, matures, loses ground and completes its life and dies. The stages that define the product life in this way were put forth in The Product Life Cycle Theory. One or generally more projects and various operational works accompany the product throughout the product life. In this study, the effects of applying agile project management principles on product's life cycle are analyzed. In order to receive effective results from the agile project that accompany the product, project is suggested to be divided into phases and these phases are proposed to be differentiated according to the stage of the product. Furthermore, Product Life-time Project concept is introduced with agile methodologies. It reserves a project and its team to a specific product during its whole life. Product Life-time Project is applied to software development and automotive industries and the results are presented and compared with the traditional approach.
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Burmistrov, Andrey, Maria Siniavina, and Oksana Iliashenko. "Project Management Life Cycle Models to Improve Management in High-rise Construction." E3S Web of Conferences 33 (2018): 03005. http://dx.doi.org/10.1051/e3sconf/20183303005.

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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.
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Luo, Fu Zhou, and Yan Hu Han. "Integrated Risk Management Based on Life Cycle of Engineering Project." Applied Mechanics and Materials 357-360 (August 2013): 2680–83. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2680.

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Risk management is the key factor to projects success, while the integrated risk management based on the life cycle of engineering project is an inevitable trend. With project lifecycle management and integrated thought as theoretical basis, this paper has introduced some related concepts about the integrated risk management based on the life cycle of engineering project, constructed the risk management model based on the PRAM (project risk analysis and management) method, and has discussed integrated management of project risk, combined with the characteristics of modern engineering projects.
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Eggers, Hellmut W. "Project Cycle Management: A Personal Reflection." Evaluation 8, no. 4 (October 2002): 496–504. http://dx.doi.org/10.1177/13563890260620667.

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Gachie, Wanjiru. "Project risk management: A review of an institutional project life cycle." Risk Governance and Control: Financial Markets and Institutions 7, no. 4-1 (2017): 163–73. http://dx.doi.org/10.22495/rgc7i4c1art8.

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This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual) record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects.
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Odendaal, M. M., F. NS Vermaak, and E. Du Toit. "Cost estimation and management over the life cycle of metallurgical research projects." Southern African Business Review 19 (February 26, 2019): 137–56. http://dx.doi.org/10.25159/1998-8125/5811.

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This study investigates whether all expected costs over the life cycle of metallurgical research projects are included in initial, normal and final cost estimates, and whether these costs are managed throughout a project’s life cycle since there is not enough emphasis on the accurate estimation of costs and their management over the life cycle of metallurgical research projects. The study also determines during which phase of the life cycle of metallurgical research projects’ costs are normally determined, during which phase most of the costs are incurred, and during which phase costs are managed. Project life cycles, techniques of cost estimation and cost management are examined. 10A survey was used to gather information by means of face-to-face and telephonic interviews, as well as an electronic questionnaire. The total population of entities in South Africa that conduct metallurgical research projects is small, numbering only 12 in all. The ten entities that conducted the largest metallurgical research projects in terms of average size were selected for this study. 11The conclusion drawn from the survey was that all costs over the life cycle of metallurgical research projects are not taken into account in the initial cost estimate of a project. Costs are mainly managed during the growth phase of a project and not during the introduction phase, when 80% of the costs are normally committed. The implication of this is that cost estimates for metallurgical research projects may not be accurate and costs are not necessarily managed properly throughout the life cycle of such projects. This may lead to cost overruns of project budgets, project budgets being depleted before the delivery stage and research sections running at a loss.
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Jaafari, Ali. "Life-Cycle Project Management: A Proposed Theoretical Model for Development and Implementation of Capital Projects." Project Management Journal 31, no. 1 (March 2000): 44–52. http://dx.doi.org/10.1177/875697280003100107.

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Facility delivery has been traditionally the focus of project management in capital projects. The current body of knowledge, project administrative systems, and the associated model contracts support the delivery of physical facilities with limited focus on original business objectives, or market dynamics. There is an increasing realization that the main focus should be on the creation of a viable business entity of which the facility forms only one part. When focus is shifted from the delivery of the physical facility to the creation of a business to service project objectives, it becomes clear that the traditional project delivery approaches will have to give way to a new system in which project life-cycle objectives will be the basis for decision-making throughout the project's life. Under this method, the project participants assume partial responsibility for the viability of the project over its operational life. A simplified form of sharing risks/rewards, known as a project alliance, is already popular. Capital projects are technology based, and few projects can be competitive without significant innovation in their conceptualization, implementation, and operation. This also provides the additional argument that project life-cycle objectives should be the basis for project development and management.
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Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the software project life cycle." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 961–78. http://dx.doi.org/10.1108/ijmpb-11-2017-0145.

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Purpose The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities. Design/methodology/approach A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection. Findings After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners. Originality/value This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.
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Eggers, Hellmut. "The Integrated Approach to project cycle management." Project Appraisal 7, no. 1 (March 1992): 3–10. http://dx.doi.org/10.1080/02688867.1992.9726833.

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Eggers, Hellmut. "Integrated project cycle management: roots and perspectives." Project Appraisal 9, no. 1 (March 1994): 59–65. http://dx.doi.org/10.1080/02688867.1994.9726929.

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Dissertations / Theses on the topic "Project cycle management"

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Kollmann, Ladislav. "Projektový management." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2017. http://www.nusl.cz/ntk/nusl-318796.

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The master thesis is focused on the topic Project Management. In the theoretical part the literary research is elaborated. The practical part of the thesis provides an analysis of the current state of the project company ZETOR TRACTORS a.s.. On the basis of knowledge of the system, the arrangements are proposed to improve it.
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Pretorius, Suzaan. "The Effect of Project Types and Project Life Cycle Phases on Leadership Style." Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/72418.

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With the current trend towards empowered teams, hierarchical company structures are increasingly being replaced by team-based ones. As a result, a shift in the classic understanding of leadership is needed and research on leadership in project management is increasing. Two major concepts have developed in recent years: shared and vertical leadership styles. This thesis reports on the development of a new Model of leadership styles that considers the effect of project types and the project life cycle phases on leadership style (vertical versus shared leadership), and how an appropriate balance between the two styles influences the likelihood of project management success. A web-based questionnaire yielded 313 complete responses and the data was analysed using hypothesis testing. Based on this empirical work and relevant literature, a novel Model is proposed. The Model explains how project types and life cycle phases influence the appropriateness of different leadership styles, and it guides the practitioner to selecting appropriate leadership styles for specific situations. Recommendations for furthering the model are discussed.
Thesis (PhD)--University of Pretoria, 2019.
NRF
Graduate School of Technology Management (GSTM)
PhD (Project Management)
Unrestricted
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Halámka, Michal. "Aplikační podpora projektového managementu investiční výstavby elektráren." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241553.

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The master’s thesis deals with project management issues with a focus on the specifics of the construction of new and modernisation of old fossil-fuel and nuclear power plants belonging to ČEZ, a.s. It summarizes the project management methodology and standards and integrates them into a unified information system, thus creating a sound platform that supports all company projects in all stages of their individual life cycles. This thesis analyses the current status of the application support and proposes extensions to the information system, which significantly increase its value.
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Baloyi, Gidion. "The effectiveness of the project management life cycle in Eskom Limpopo Operating Unit." Thesis, University of Limpopo, 2015. http://hdl.handle.net/10386/2589.

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Thesis (MBA.) -- University of Limpopo, 2018
South Africa is a developing state; the roles of the state owned entities in encouraging economic growth and contributing to the mitigation of unemployment and poverty eradication are unavoidable. Project management from an engineering development perspective and as an industrial discipline has been investigated and published throughout the past period. It could be said that the subject is mature, as recent publications on project management fail to bring new knowledge to light particularly in Eskom. This mini dissertation studies the most significant serious success factors in the effective project management in different departmental conditions within Eskom. Projects are being used daily in Eskom to achieve the company goal. In recent years researchers have become increasingly interested in factors that may have an impact on project management effectiveness and the success of projects. However, there is little research that shows how effectively projects are managed in a business organisational context like Eskom. My Study aims to partly fill this gap by presenting results from a case study and surveys of Eskom as an organisation practising project management. It also aims to investigate the effectiveness of project management in terms of Eskom Divisional structures, technical competency, Eskom Project leadership ability and the characteristics of an effective project manager. In managing projects, it is significant to know how to handle both the tools and the people and to achieve a balance between the two. Experience, especially in the management of change was perceived to be a significant factor in project success
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Labuschagne, Carin. "Sustainable project life cycle management : criteria for the South African process industry." Pretoria : [s.n.], 2002. http://upetd.up.ac.za/thesis/available/etd-10112005-083255.

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Harant, Petr. "Legislativní problematika zpracování pryžového odpadu." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-85228.

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This diploma thesis deals with the issue of rubber waste legislative focusing on waste tyres. The aim of the thesis is a thorough analysis of current legislative including newly prepared alterations with emphasis on specific lingering problems. A project of secondary material recycling, which has been created in current legal conditions, will be introduced. The project is assessed in terms of project managment methodology and the thesis concludes by suggesting an ideal project managment approach for realization of similar projects. Close cooperation has been established during realization of the project. At the same time, relevant government offices have been asked for information on the legislative and the whole issue has been consulted with respective offices. The introduction of the thesis familiarizes readers with basic points connected with project managment and tyres characteristics. Subsequently the relevant legislative related to waste tyres is mapped. The last part of the thesis is devoted to secondary material recycling project and its conclusion suggests the course of each of the project's life cycle stage using knowledge of project managment.
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Suntychová, Jana. "Optimalizace projektových metodik pro potřebu firem realizujících IT projekty." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198203.

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This thesis is focused on the methodological documents improvement of the company in the field of project management. The changes are based on the theoretical base, which is made up of the general project methodologies selected by the author. The first part describes two chosen methodologies, use of which, is based on knowledge of the company environment. The second part then describes the existing guidance documents that can be used as inspiration to create a new methodological document. The output of the thesis is the methodological project document, which takes into account both the principles and practices described in the context of general methodologies, current guidance documents and knowledge of the company environment.
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Palmer, Erika. "Developing and Integrating Life Cycle Management Methods in Project Management Systems : Case: Faveo Prosjektledelse AS." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for energi- og prosessteknikk, 2013. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-24796.

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The goal of this master thesis was to develop life cycle management tools and methods for use in project management. The research questions concerned the practical integration of these tools in a system dynamics perspective and the contribution this can have in creating value. First an introduction of the research area is given, followed by the methods employed, an exploration of the theoretical foundation, a theoretical analysis of how life cycle management in project management can be used, an explanation of the tool that was developed, an explanation of the application of the tool on a project and how it contributes to value creation, and finally a discussion is given followed by a conclusion. The Sustainable Project Life Cycle Management (SPLCM) Guide is the tangible result of this thesis, and it is an easy to use tool that project managers at Faveo (and in other companies) can use in their projects to mitigate the environmental and social impacts of their projects. Using this guide will change the Faveo system (illustrated in the specialization project) and allows the project managers to have a direct relationship with the community and the environment in the life cycle of their projects. The SPLCM Guide not only has the potential to reduce the impact the projects at Faveo have on society and the environment, but it can also create value for the project owners and for Faveo itself. Sustainable value creation meets the needs of stakeholders while creating value for the company, and the SPLCM Guide (in conjunction with other initiatives) can realize this for Faveo.
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Reigle, Jennifer A. "Development of an integrated project-level pavement management model using risk analysis." Morgantown, W. Va. : [West Virginia University Libraries], 2000. http://etd.wvu.edu/templates/showETD.cfm?recnum=1634.

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Thesis (Ph. D.)--West Virginia University, 2000.
Title from document title page. Document formatted into pages; contains xii, 210 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 205-209).
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Sherif, Mohamed Ali. "A framework for improving pre-project planning." Thesis, Loughborough University, 2002. https://dspace.lboro.ac.uk/2134/6901.

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In recent yerars there has been a general concern over the performance of the UK construction industry. This has been reflected in the reports of Latham (1994) and Egan (1998) stating that the UK is still suffering from underachievements and low productivity. Clients critisise the industry for not always achieving what they need and the majortiy of them are not satisfied with the quality of the construction industry. Many of the problems encountered in the design and construction phases orginate from from the pre-project planning phase. The main problems are frequently attributed to poor planning and poor identification of client needs which act as contributory factors to poor project performance. These problems have led to the need for a change in the construction industry by focusing on the roots of the problems attributed to poor performance. One approach that could help to improve construction performance is to pay more attention to the pre-project planning phase since major decisions concerning the project are made during this phase. The main aim of the research is to develop a framework for improving pre-project planning to enable construction clients overcome the problems that they encounter with other project participants. Such a framework would assisst construction clients to identify and communicate their needs more clearly to other stake holders. The framework provides a comprehensive tool to help solve problems that occur during pre-project planning with respect to project objectives and goals of the construction project to enable performance to be measured and improved. This thesis presents a framework for improving pre-project planning of construction projects. The methodology adopted to conduct the research involved a comprehensive literature review. Critical pre-project planning functions have been presented and tested through the questionnaire survey and case interviews to determine how clients perform pre-project planning
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Books on the topic "Project cycle management"

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Noorbakhsh, Farhad. Project cycle revisited. Tokyo: Advanced Development Management Program, Institute of Comparative Culture, Sophia University, 1993.

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Eid, Martha Aida. The project cycle. Rome, Italy: Food and Agriculture Organization of the United Nations, 1986.

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Chagnon, Jacquelyn. Project cycle management in Lao PDR. Vientiane, Lao PDR: Department of International Cooperation, Committee for Planning and Cooperation, 2002.

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Program management: A life cycle approach. Boca Raton, FL: CRC Press, 2013.

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Eid, Martha Aida. The project cycle =: Le cycle d'un projet = El ciclo de los proyectos. Rome: Food and Agriculture Organization of the United Nations, 1986.

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Adeyemo, Remi. Managing the cycle of a project in Nigeria. [Nigeria]: NCEMA, 1992.

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Haug, Michael, Eric W. Olsen, Gilles Vallet, and Olivier Bécart, eds. Software Management Approaches: Project Management, Estimation, and Life Cycle Support. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56616-5.

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Hoffman, Mark. Application development: Managing the project life cycle. Carlsbad, CA: Midrange Computing, 1997.

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The management of construction: A project life cycle approach. Boston, MA: Butterworth-Heinemann, 2003.

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United States. Dept. of the Interior. Office of the Secretary. A Project manager's guide to application systems life cycle management. [Washington, D.C.]: The Department, 1985.

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Book chapters on the topic "Project cycle management"

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Richardson, Gary L., and Brad M. Jackson. "Project Life Cycle Management." In Project Management Theory and Practice, 55–66. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-8.

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Lin, Shaopei, and Dan Huang. "Project Life Cycle Management." In Project Management Under Internet Era, 45–72. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-2799-9_2.

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Okereke, Okoro Chima. "Project Management Life Cycle." In Achieving Successful and Sustainable Project Delivery in Africa, 175–86. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003006268-19.

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Fewings, Peter, and Christian Henjewele. "Project life cycle and success." In Construction Project Management, 9–32. Third edition. | Abingdon, Oxon ; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, 2019.: Routledge, 2019. http://dx.doi.org/10.1201/9781351122030-2.

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Emond, Justin, and Chris Steins. "The Project Life Cycle." In Pro Web Project Management, 1–3. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-4084-6_1.

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Redmill, Felix, and Chris Dale. "Third generation project management." In Life Cycle Management For Dependability, 105–31. London: Springer London, 1997. http://dx.doi.org/10.1007/978-1-4471-0939-6_5.

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Nicholas, John M., and Herman Steyn. "Project life cycle and project conception." In Project Management for Engineering, Business and Technology, 65–99. Sixth edition. | Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429297588-6.

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Richardson, Gary L., and Brad M. Jackson. "Adaptive Life Cycle Models." In Project Management Theory and Practice, 363–75. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-30.

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Pra, Alex, and Lucio Brotto. "Forest carbon project cycle and auditing." In Forest Management Auditing, 215–33. Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315745985-15.

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Haug, M., and E. W. Olsen. "The EUREX Project." In Software Management Approaches: Project Management, Estimation, and Life Cycle Support, 17–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56616-5_2.

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Conference papers on the topic "Project cycle management"

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Ren, Meng-Meng, Ning Ling, Xia Wei, and Shu-Hai Fan. "The Application of PDCA Cycle Management in Project Management." In 2015 International Conference on Computer Science and Applications (CSA). IEEE, 2015. http://dx.doi.org/10.1109/csa.2015.84.

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Marinina, Oksana. "COST MANAGEMENT OF MINING PROJECT LIFE CYCLE." In 17th International Multidisciplinary Scientific GeoConference SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgem2017/13/s03.023.

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Willar, Debby, Estrellita V. Y. Waney, Daisy D. G. Pangemanan, Rudolf E. Mait, and Jemmy J. Rangan. "Quality Management of Infrastructure Project Life-Cycle." In 2018 International Conference on Applied Science and Technology (iCAST). IEEE, 2018. http://dx.doi.org/10.1109/icast1.2018.8751555.

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Kostalova, Jana, and Libena Tetrevova. "Application of project management methods and tools with respect to the project life cycle and the project type." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.03.

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The project management theory and standards offer a wide range of project management methods and tools. To ensure the maximum possible effectiveness of application of a particular methods or tools, it is necessary to assess suitability of their application within project life cycle stages, and also their suitability from the point of view of the type of the solved project. The paper authors aimed to identify suitable project management methods and tools, and assess their applicability from the point of view of individual project life cycle stages and from the point of view of the type of the solved projects.
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Zhong, Allan, and David Dockweiler. "Learning Cycle-Based Project Management and Its Application." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/201515-ms.

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Gritskevich, Olga. "Special Aspects Of Innovative Project Life Cycle Management." In Trends and Innovations in Economic Studies, Science on Baikal Session. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.38.

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"Research on Life Cycle Management of PPP Project Assets." In 2018 4th International Conference on Education, Management and Information Technology. Francis Academic Press, 2018. http://dx.doi.org/10.25236/icemit.2018.265.

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Zhang, Ge, and Yang Liu. "The Life Cycle Management of Power Grid Construction Project." In 2010 International Conference on System Science, Engineering Design and Manufacturing Informatization (ICSEM). IEEE, 2010. http://dx.doi.org/10.1109/icsem.2010.31.

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Ren, Guoqiang, and Qianying Zhang. "Benchmarking the life cycle cost management of building project." In International Conference on Intelligent Systems and Knowledge Engineering 2007. Paris, France: Atlantis Press, 2007. http://dx.doi.org/10.2991/iske.2007.74.

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Yin, Yilin, and Xiaoming Chen. "Notice of Retraction: Research on Life Cycle Project Management in Government Invested Project." In 2010 International Conference on E-Business and E-Government (ICEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.700.

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Reports on the topic "Project cycle management"

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Radhakrishnan, N., Bobby Hughey, and Warren Bennett. Study on the Availability of Commercial Software for the Corps' Life Cycle Project Management (LCPM). Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada208254.

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Rodrigo, Maria Fernanda, Claudia Figueroa, Oliver Peña-Habib, Xiomara Rojas-Asqui, and Melanie Putic. OVE's Review of Project Completion Reports (PCRs) and Expanded Supervision Reports (XSRs): The 2020 Validation Cycle. Inter-American Development Bank, November 2020. http://dx.doi.org/10.18235/0002944.

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This report summarizes the results of the Office of Evaluation and Oversight's (OVE) annual validation of the self-assessments of project performance and results completed by the Inter-American Development Bank (IDB) and IDB Invest in 2019-2020. The IDB and IDB Invest have systems in place to measure the development effectiveness of their operations. These systems use a number of instruments to assess projects at the design, implementation, and completion phases. The design-phase assessment uses a “Development Effectiveness Matrix” (DEM) for sovereign guaranteed (SG) operations. The effectiveness of non-sovereign guaranteed (NSG) operations is measured with a “Development Effectiveness Learning, Tracking, and Assessment tool” (DELTA). Implementation-phase assessments measure SG operations with “Project Monitoring Reports,” while NSG operations are assessed with “Project Supervision Reports.” Upon completion, SG projects are self-evaluated with “Project Completion Reports,” or PCRs. NSG operations, use “Expanded Supervision Reports,” or XSRs when they reach early operation maturity (EOM). OVE validates Managements self-evaluations (PCRs and XSRs) and assigns a final project performance rating to each operation. As part of the 2020 validation cycle, OVE reviewed PCRs for 63 operations, 62 with operational closure (CO fully justified) in 2018 and one in 2013. XSRs were reviewed for 36 IDB Invest operations that had reached early operating maturity (EOM) in 2018.
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Piercy, Candice, Safra Altman, Todd Swannack, Carra Carrillo, Emily Russ, and John Winkelman. Expert elicitation workshop for planning wetland and reef natural and nature-based features (NNBF) futures. Engineer Research and Development Center (U.S.), August 2021. http://dx.doi.org/10.21079/11681/41665.

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This special report discusses the outcomes of a September 2019 workshop intended to identify barriers to the consideration and implementation of natural and nature-based features (NNBF) in US Army Corps of Engineers (USACE) civil works projects. A total of 23 participants representing seven USACE districts, the US Army Engineer Research and Development Center (ERDC), and the University of California–Santa Cruz met at USACE’s South Atlantic Division Headquarters in Atlanta, Georgia, to discuss how to facilitate the implementation of NNBF into USACE project planning for wetlands and reefs using six categories: (1) site characterization, (2) engineering and design analysis, (3) life-cycle analysis, (4) economic analysis, (5) construction analysis, (6) and operation and maintenance (and monitoring). The workshop identified seven future directions in wetland and reef NNBF research and development: • Synthesize existing literature and analysis of existing projects to better define failure modes. • Determine trigger points that lead to loss of feature function. • Identify performance factors with respect to coastal storm risk management (CSRM) performance as well as ecological performance. • Focus additional research into cobenefits of NNBF. • Quantify the economic life-cycle costs of a project. • Improve technology transfer with regards to NNBF research and topics.
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Berkowitz, Jacob, Nathan Beane, Kevin Philley, Nia Hurst, and Jacob Jung. An assessment of long-term, multipurpose ecosystem functions and engineering benefits derived from historical dredged sediment beneficial use projects. Engineer Research and Development Center (U.S.), August 2021. http://dx.doi.org/10.21079/11681/41382.

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The beneficial use of dredged materials improves environmental outcomes while maximizing navigation benefits and minimizing costs, in accordance with the principles of the Engineering With Nature® (EWN) initiative. Yet, few studies document the long-term benefits of innovative dredged material management strategies or conduct comprehensive life-cycle analysis because of a combination of (1) short monitoring time frames and (2) the paucity of constructed projects that have reached ecological maturity. In response, we conducted an ecological functional and engineering benefit assessment of six historic (>40 years old) dredged material–supported habitat improvement projects where initial postconstruction beneficial use monitoring data was available. Conditions at natural reference locations were also documented to facilitate a comparison between natural and engineered landscape features. Results indicate the projects examined provide valuable habitat for a variety of species in addition to yielding a number of engineering (for example, shoreline protection) and other (for example, carbon storage) benefits. Our findings also suggest establishment of ecological success criteria should not overemphasize replicating reference conditions but remain focused on achieving specific ecological functions (that is, habitat and biogeochemical cycling) and engineering benefits (that is, storm surge reduction, navigation channel maintenance) achievable through project design and operational management.
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Brinkerhoff, Derick W., Sarah Frazer, and Lisa McGregor-Mirghani. Adapting to Learn and Learning to Adapt: Practical Insights from International Development Projects. RTI Press, January 2018. http://dx.doi.org/10.3768/rtipress.2018.pb.0015.1801.

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Adaptive programming and management principles focused on learning, experimentation, and evidence-based decision making are gaining traction with donor agencies and implementing partners in international development. Adaptation calls for using learning to inform adjustments during project implementation. This requires information gathering methods that promote reflection, learning, and adaption, beyond reporting on pre-specified data. A focus on adaptation changes traditional thinking about program cycle. It both erases the boundaries between design, implementation, and evaluation and reframes thinking to consider the complexity of development problems and nonlinear change pathways.Supportive management structures and processes are crucial for fostering adaptive management. Implementers and donors are experimenting with how procurement, contracting, work planning, and reporting can be modified to foster adaptive programming. Well-designed monitoring, evaluation, and learning systems can go beyond meeting accountability and reporting requirements to produce data and learning for evidence-based decision making and adaptive management. It is important to continue experimenting and learning to integrate adaptive programming and management into the operational policies and practices of donor agencies, country partners, and implementers. We need to devote ongoing effort to build the evidence base for the contributions of adaptive management to achieving international development results.
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Melby, Jeffrey, Thomas Massey, Fatima Diop, Himangshu Das, Norberto Nadal-Caraballo, Victor Gonzalez, Mary Bryant, et al. Coastal Texas Protection and Restoration Feasibility Study : Coastal Texas flood risk assessment : hydrodynamic response and beach morphology. Engineer Research and Development Center (U.S.), July 2021. http://dx.doi.org/10.21079/11681/41051.

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The US Army Corps of Engineers, Galveston District, is executing the Coastal Texas Protection and Restoration Feasibility Study coastal storm risk management (CSRM) project for the region. The project is currently in the feasibility phase. The primary goal is to develop CSRM measures that maximize national net economic development benefits. This report documents the coastal storm water level and wave hazard, including sea level rise, for a variety of flood risk management alternatives. Four beach restoration alternatives for Galveston Island and Bolivar peninsula were evaluated. Suites of synthetic tropical and historical non-tropical storms were developed and modeled. The CSTORM coupled surge-and-wave modeling system was used to accurately characterize storm circulation, water level, and wave hazards using new model meshes developed from high-resolution land and sub-aqueous surveys for with- and without-project scenarios. Beach morphology stochastic response was modeled with a Monte Carlo life-cycle simulation approach using the CSHORE morphological evolution numerical model embedded in the StormSim stochastic modeling system. Morphological and hydrodynamic response were primarily characterized with probability distributions of the number of rehabilitations and overflow.
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Ruegg, Rosalie T. Life-cycle costing manual for the federal energy management programs: a guide for evaluating the cost effectiveness of energy conservation and renewable energy projects for new and existing federally owned and leased buildings and facilities. Gaithersburg, MD: National Bureau of Standards, 1987. http://dx.doi.org/10.6028/nbs.hb.135r1987.

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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2014. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, June 2015. http://dx.doi.org/10.32747/2015.7206799.aphis.

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The National Wildlife Research Center (NWRC) is the research arm of Wildlife Services (WS), a program within the U.S. Department of Agriculture’s (USDA) Animal and Plant Health Inspection Service (APHIS). NWRC’s researchers are dedicated to finding biologically sound, practical, and effective solutions to resolving wildlife damage management issues. They seek these solutions using a multiyear, multidisciplinary project management system. NWRC identifies and prioritizes projects based on feedback from WS program leaders, managers, and stakeholders concerning their most pressing wildlife damage management needs. During 2014, five research projects reached the end of their 5-year life cycle. At the final project reviews, project leaders and their staff presented and discussed each project’s accomplishments, challenges, and findings.
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