Log in

Relevant bibliographies by topics / Project Design Management

Contents

Journal articles
Dissertations / Theses
Books
Book chapters
Conference papers
Reports

Academic literature on the topic 'Project Design Management'

Author: Grafiati

Published: 10 March 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Project Design Management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Project Design Management"

1

Khan, Khalid Mohiuddin, and Mr Masoom Reza. "Earned Value Management for Design and Construction Project." International Journal of Trend in Scientific Research and Development Volume-2, Issue-5 (August 31, 2018): 1482–502. http://dx.doi.org/10.31142/ijtsrd17029.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Ahmad Noorhani, Nur Maizura, and Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework." Built Environment Journal 18, no. 1 (March 10, 2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.

Full text

Abstract:

Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of competence in these three areas: functional, contextual, and behavioral. Competence as a project manager is assessed using questionnaires. The review and data collection of the results later helps support competency skills, which then diminishes the value of competency activities. From the analysis of the results, it follows that the project validity of the manager's knowledge increases project efficiency. Following the findings, new guidelines are implemented to further and more generally define the nature of the research.Keywords: interior design practice, project management competency

APA, Harvard, Vancouver, ISO, and other styles

3

AL Jarrah, Mufleh, Baker Jarah, and Ikhlas Altarawneh. "Toward successful project implementation: Integration between project management processes and project risk management." Problems and Perspectives in Management 20, no. 3 (September 6, 2022): 258–73. http://dx.doi.org/10.21511/ppm.20(3).2022.21.

Full text

Abstract:

This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.

APA, Harvard, Vancouver, ISO, and other styles

4

Jin, Weixia, and Michael McCarthy. "BOLSA CHICA WETLANDS RESTORATION INLET DESIGN." Coastal Engineering Proceedings 1, no. 32 (February 2, 2011): 46. http://dx.doi.org/10.9753/icce.v32.management.46.

Full text

Abstract:

Bolsa Chica Wetlands is one of a few recently restored large wetlands in Southern California of the United States. The project required restoration of tidal flooding of some isolated wetlands while minimizing impacts to the shoreline adjacent to the new inlet and maintenance costs, preserving endangered species on site, and maintaining oil field operations along the periphery of the project. The project created a direct connection to the ocean through wetland basins that included a full tidal basin, muted tidal basins and seasonal ponds linked by a series of ocean jetties, levees, water control structures, culverts, and channels. The inlet is a key project feature and has been the focus of numerous technical studies and numerical modeling tasks. As part of theses analyses, a pre-filled ebb bar was designed and about 1 million cubic yards of clean sand from the lowlands dredging was placed offshore to minimize the anticipated impacts of the inlet opening to the shoreline. This paper presents the inlet location selection, inlet and wetland hydrodynamics, inlet dimension optimization, inlet stability analyses, and jettied inlet entrance design. It also discusses findings of comparison between model predictions and field measurements of tidal elevations and sediment accumulations in the wetland basin since the completion of the project in August 2006. This project received the first Project Excellence Award from COPRI (Coasts, Oceans, Ports and Rivers Institute) of the American Society of Civil Engineers in 2008.

APA, Harvard, Vancouver, ISO, and other styles

5

Kadry, Seifedine, and Abdelkhalak El Hami. "A Novel Design of Management Senior Project for Engineering Students." International Journal of Information and Education Technology 6, no. 6 (2016): 504–7. http://dx.doi.org/10.7763/ijiet.2016.v6.741.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Anderson, Stuart D., and Richard L. Tucker. "Improving Project Management of Design." Journal of Management in Engineering 10, no. 4 (July 1994): 35–44. http://dx.doi.org/10.1061/(asce)9742-597x(1994)10:4(35).

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Lessard, Charles, and Joseph Lessard. "Project Management for Engineering Design." Synthesis Lectures on Engineering 2, no. 1 (January 2007): 1–110. http://dx.doi.org/10.2200/s00075ed1v01y200612eng002.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Morgan, Asena, and Prof Dorothy Kyalo. "RECASTING PROJECT MANAGEMENT KNOWLEDGE: A HUMANE TACTIC TO DESIGN THINKING APPROACH." IJRDO - Journal of Business Management 8, no. 7 (July 26, 2022): 65–69. http://dx.doi.org/10.53555/bm.v8i7.5201.

Full text

Abstract:

This paper describes the importance of design thinking in project management. Design thinking is critical in guiding managers to deliver elaborate projects. The paper reviews literature on project failure and its reasons, knowledge of project management and illustrate how design thinking can help. Through project formulation, design, implementation, execution and monitoring stages, project managers must think beyond project complexities-they must consider environmental enablers so as to deliver successful projects. Project externalities influence the successful implementation of projects. The need for managers to think critically on their projects design and implementation is discussed later in the paper. The paper concludes by stating that knowledge on project management must be rebuilt through design thinking. This would enhance better project execution and reduce project failures.

APA, Harvard, Vancouver, ISO, and other styles

9

LITTLE, PATRICK. "Project management and management of design: Teaching and tools." Artificial Intelligence for Engineering Design, Analysis and Manufacturing 12, no. 1 (January 1998): 49–50. http://dx.doi.org/10.1017/s0890060498121054.

Full text

Abstract:

While there are many project management tools and software packages available, these are not widely used in the design curriculum at colleges and universities. This may reflect some of the differences between conventional projects and design activities. In particular, the open-ended nature of design activities and the need to clarify the client's intention may lead to the conclusion that conventional project management tools are only useful for the most routine activities in the design process. It is suggested that there is a market for a new set of tools for teaching the management of design. These tools should incorporate the most useful of the current management tools and integrate them with some of the requirements of effective design, including support for clarification of objectives, functional analysis, and generation and evaluation of alternatives.

APA, Harvard, Vancouver, ISO, and other styles

10

Uusitalo, Petteri, Olli Seppänen, Antti Peltokorpi, and Hylton Olivieri. "Solving design management problems using lean design management: the role of trust." Engineering, Construction and Architectural Management 26, no. 7 (August 19, 2019): 1387–405. http://dx.doi.org/10.1108/ecam-03-2018-0135.

Full text

Abstract:

Purpose Although prior studies have noted the importance of trust for project performance, research remains scant on describing the role of trust when using lean design management (LDM) in projects. The purpose of this paper is to explore the connection between LDM and interpersonal trust in solving construction projects’ design management problems. Design/methodology/approach A qualitative study was conducted that included 29 trust- and LDM-themed semi-structured interviews in the USA (California), Brazil and Finland; 11 focus group discussions were also organized to validate the interview findings. Findings The study reveals how LDM contributes to solving design management problems through two distinct but interconnected mechanisms: improved information flow; and improved trust among project team members. A conceptual framework was crafted to illustrate the mechanisms in building trust by means of the social domain of LDM concepts. Research limitations/implications The conceptual framework requires testing through an international survey or through multiple case studies. Practical implications The results indicate that design management would benefit from trustful environments and that trust may be the catalyst for actors’ engagement with LDM. Managers in charge of design within projects can use the conceptual framework when selecting the appropriate LDM tools, which should include both the social and technical domains. Originality/value The study emphasizes the importance of the social domain of LDM concepts. Previous studies have focussed on information flow aspects of LDM but have overlooked the value of interpersonal trust in solving design management problems.

APA, Harvard, Vancouver, ISO, and other styles

More sources

Dissertations / Theses on the topic "Project Design Management"

1

Allen, Shamon A. "Project Management in Instructional Design." Franklin University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=frank1608218964814976.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Sanchez, Marcos A. (Marcos Ariel) 1965. "Lean project management framework for the entrepreneur : traditional projects management, critical chain, and systems dynamics." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/29151.

Full text

Abstract:

Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 1999.
Includes bibliographical references (leaves 75-77).
The thesis presents a lean and efficient project management framework that addresses many of the project management challenges found in an entrepreneurial environment. The framework contains an optimal and practical combination of the most critical and successful elements of traditional project management and concepts from critical chain management and system dynamics. The project management approach focuses on improving management efficiency within an entrepreneurial setting. The proposed project management framework does this by accomplishing the following: 1) establishes the over-arching objective of project management, 2) identifies the fundamentally, critical elements and value-added elements of project management, and 3) proposes an appropriate set of approaches, methods and tools. An important value-added element in the proposed project management framework is the ability to quantify the cost and quality implications that occur when new requirements or significant changes are forced on the product and project. The framework is developed from an entrepreneurial perspective and therefore emphasizes a project management approach that is effective (intuitive framework that captures essential, value added elements), efficient (requires low maintenance and does not become a project in itself), and flexible (approaches and methods proposed are responsive to change). The framework also emphasizes the importance of viewing and managing the project from a systems perspective so that better decisions about the tradeoffs can be accomplished. The combination of traditional project management, critical chain management and system dynamics helps to produce a robust and holistic representation of the project that provides idealistic, realistic and pessimistic views of the project. The proposed framework offers a consolidated project management method to help managers in an entrepreneurial environment in the following three key areas: 1) effectively plan and manage the development effort, 2) understand and communicate the effects of changes to the project, and 3) develop better contingency plans.
by Marcos A. Sanchez.
S.M.

APA, Harvard, Vancouver, ISO, and other styles

3

Zahnan, Lena. "Computer aided design-based project management model." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ59300.pdf.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Dvorkin, William Nathan. "Applying the Principles of Project Management to a Collegiate Automotive Engineering Design Project." Thesis, Virginia Tech, 2016. http://hdl.handle.net/10919/71328.

Full text

Abstract:

The Hybrid Electric Vehicle Team of Virginia Tech is a collegiate automotive engineering design team that reengineers production vehicles to reduce environmental impact while maintaining vehicle marketability. The team Project Manager is responsible for coordinating high-level management and planning activities with the goal of better aligning the team with business and automotive industry practices. Project management responsibilities within the Hybrid Electric Vehicle Team are divided into four categories: human resource management, schedule management, cost management, and risk management. This document outlines how project management strategies were researched and adapted from industry practices for use by the Hybrid Electric Vehicle Team in achieving its goals. The human resource management strategy adopts onboarding principles that better prepare new students to become effective team members. By restructuring the organization and incorporating onboarding strategies, annual turnover is reduced from 71% to 44%. The decrease in turnover is enabled by the successful creation of an independent study program which trains newcomers to become effective team members. The program can be improved for the future by further developing the curriculum. The employed schedule management strategy develops the project schedule iteratively as technical information reveals itself through task progress. Utilizing this process makes schedule management possible in an environment with incomplete information and pressing deadlines. This strategy experienced limited success due to the lack of team and project scheduling experience on behalf of several key members of the process. The cost management strategy is designed to gather detailed financial data to perform an earned-value analysis and create improved budgets. By understanding income and expense patterns, the Project Manager can create economic forecasts to determine the economic viability of the team. The strategy was successfully implemented and allowed the team to gather valuable financial data. The risk management strategy identifies and quantifies technical risks associated with vehicle development. By focusing more resources on high-risk activities, the team can improve preparation for competition where the vehicle is judged according engineering quality and build progress. The strategy was successful because it identified critical hazards to the project schedule and scope, but can be improved by broadening the process to account for a wider variety of risks.
Master of Science

APA, Harvard, Vancouver, ISO, and other styles

5

Mulekezi, Luke. "The design of project estimating systems." Thesis, University of Birmingham, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.273936.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Arwe, John E. (John Elliott) 1964. "Reducing system software project risk through choice of project architecture." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/9744.

Full text

Abstract:

Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 1999.
Includes bibliographical references (leaves 83-86).
The choice of project architecture - the structure of and interrelationships between product, processes, and organization - alters the project's risk profile. While most analyses take project scope as an input, I propose the examination of multiple project decompositions take place as part of project planning and project monitoring. The subprojects created by each decomposition will have unique risk profiles, suggesting different process and organizational adaptations that lower overall project risk. By selecting project decompositions that partition risk and then adapting the structure of each sub-project to mitigate its particular risks, the probability of risk occurrence is reduced and the severity of consequences may be reduced. Case studies of four IBM mainframe system software projects illustrate lessons regarding project architecture, some general and some project- or process-specific. These projects employ both waterfall and iterative process models, managed using varying degrees of functional, lightweight, and heavyweight organizations.
by John E. Arwe.
S.M.

APA, Harvard, Vancouver, ISO, and other styles

7

Jiang, Yibin. "On-line multimedia management system." CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3221.

Full text

Abstract:

Online Multimedia Management System (OMMS) is a project to provide users to store and share their mutimedia files. The users and administrator can modify and update the multimedia files and database information from a normal web browser. The administrator and users with access have different levels of permission.

APA, Harvard, Vancouver, ISO, and other styles

8

Yllén, Johansson Mattias. "Agile project management in the construction industry : An inquiry of the oppurtunities in construction projects." Thesis, KTH, Fastigheter och byggande, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-101094.

Full text

Abstract:

Project management is today a current and highly discussed area. How projects within the construction industry are managed has not changed significantly during the last decades. The construction market, the number of different actors and the way that projects are procured today has however changed. This has led to a gap between the managerial view on how construction projects should be conducted today and how they actually are executed. This is reason enough to question this conservative industry and look into what possibilities there might be in the future. The Agile project management approach evolved from the software industry where it has grown and developed through empirical progress. It is suited for large complex projects where it is difficult to specify the product in advance. It is today used in different industries but mostly in the software business where the customer detects their needs through means of repeated tests and improvements to a prototype. This thesis has researched what opportunities there might be in implementing the Agile project management approach in the design phase of construction projects. The major advantages found with implementing the Agile approach is an increase in the client’s involvement. The Agile approach almost forces the client to increase their participation in the project compared to the situation today. It can also decrease uncertainty and improve risk management. By the use of time management and specific meetings it will also be beneficial for keeping track of the project’s progression and status.

APA, Harvard, Vancouver, ISO, and other styles

9

Gilani, Roshanak 1963. "A systematic approach for architecting a knowledge management system for project management." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/29178.

Full text

Abstract:

Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2001.
Includes bibliographical references (p. 71-73).
Project managers from varying industries face common challenges that exist in complex projects. Examples include: product and resource dependencies, poor communication of critical information within a project, lack of project control, lack of adequate tools to manage resources, etc. Best practices and industry standards (e.g. Capability Maturity Model, Total Quality Management) have been found to mitigate many of these problems when fully implemented. However, no automated tool exists that collectively implements and supports these practices. This thesis proposes a tool that automates many of the requirements management processes and project management processes across all stages of a project's lifecycle. In developing the architecture for such a tool, an industry survey was conducted among leaders from academic, government, and commercial organizations to determine common approaches and obstacles prevalent in managing projects. Based on the survey data, this thesis describes the system architecture and design of a project management tool comprised of numerous protocols. These protocols help to create an environment which minimizes the resistance to change as a result of organizational culture. This tool provides a new set of standards and practices for more mature project management. The results of following these standards and practices are: a left shift of project targets with less variation from estimates to actual results, formal defined project processes for inner and inter-project coordination, project configuration control and maintenance of requirements and historical data, risk management for dependencies and critical paths, automated tools that reduce project overhead and a project tracking and oversight mechanism. Although this thesis is based on an analysis of best practices and industry standards, the resultant framework is original. The proposed architecture can be utilized to develop a world class project and knowledge management software application.
by Roshanak Gilani.
S.M.

APA, Harvard, Vancouver, ISO, and other styles

10

Stout, Daniel S. "Project management model of a nuclear facility renovation." Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/9904.

Full text

APA, Harvard, Vancouver, ISO, and other styles

More sources

Books on the topic "Project Design Management"

1

Lessard, Charles, and Joseph Lessard. Project Management for Engineering Design. Cham: Springer International Publishing, 2007. http://dx.doi.org/10.1007/978-3-031-79303-5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Ramroth, William G. Project management for design professionals. Chicago, Ill: Kaplan AEC Education, 2006.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

3

Design-build project delivery. New York: McGraw-Hill, 2006.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

4

Levy, Sidney M. Design-Build Project Delivery. New York: McGraw-Hill, 2006.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

5

Wilcox, Alan D. Engineering design: Project guidelines. Englewood Cliffs, N.J: Prentice-Hall, 1987.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

6

1937-, Ireland Lewis R., ed. Project management: Strategic design and implementation. 4th ed. New York: McGraw-Hill, 2002.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

7

Cleland, David I. Project management: Strategic design and implementation. 2nd ed. New York: McGraw-Hill, 1994.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

8

Project management: Strategic design and implementation. 3rd ed. New York: McGraw-Hill, 1999.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

9

Cleland, David I. Project management: Strategic design and implementation. Blue Ridge Summit, PA: TAB Professional and Reference Books, 1990.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

10

Cleland, David I. Project management: Strategic design and implementation. 4th ed. New York: McGraw-Hill, 2002.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

More sources

Book chapters on the topic "Project Design Management"

1

Simpson, Philip. "Project Management." In FPGA Design, 5–7. New York, NY: Springer New York, 2010. http://dx.doi.org/10.1007/978-1-4419-6339-0_2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Simpson, Philip Andrew. "Project Management." In FPGA Design, 5–7. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17924-7_2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Nassersharif, Bahram. "Project Management." In Engineering Capstone Design, 39–61. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003108214-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Badiru, Adedeji B. "Project Design." In Project Management Essentials, 33–72. First edition. | Boca Raton : CRC Press, 2021. | Series: Analytics and control: CRC Press, 2021. http://dx.doi.org/10.1201/9781003004172-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

O’Toole, Gregory. "Project Management." In Sustainable Web Ecosystem Design, 37–44. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-7714-3_8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Wiendahl, Hans-Peter, and Jürgen Reichardt. "Project Management." In Handbook Factory Planning and Design, 435–72. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-46391-8_16.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Tonchia, Stefano. "Product Design." In Industrial Project Management, 49–61. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-56328-1_5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Tonchia, Stefano. "Service Design." In Industrial Project Management, 63–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-56328-1_6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Picchi, Andrea. "Build and Project Influence." In Design Management, 173–217. Berkeley, CA: Apress, 2022. http://dx.doi.org/10.1007/978-1-4842-6954-1_5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Prakken, Bart. "Project Management." In Information, Organization and Information Systems Design, 105–14. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-4421-0_6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Project Design Management"

1

Draegebo, S., R. I. Swan, and M. Negraia. "Managing Design of Complex Ships." In Maritime Project Management 2016. RINA, 2016. http://dx.doi.org/10.3940/rina.mpm.2016.05.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Mohr, J., P. Hengst, and W. McKay. "Design Change Management, Mobile Landing Platform." In Maritime Project Management 2016. RINA, 2016. http://dx.doi.org/10.3940/rina.mpm.2016.02.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Kamel, Michael, and Hani Guirguis. "From Project Management to Project Design: A Research Proposal." In ASME 2005 International Mechanical Engineering Congress and Exposition. ASMEDC, 2005. http://dx.doi.org/10.1115/imece2005-79429.

Full text

Abstract:

Project Management has had an increasingly important role in industrial organization, new product development and innovation theories over the last few decades. The majority of the current project management research and literature are focused on the post contract award phase as well as the skills and know-how of the project manager. Empirical research shows that, despite strict adherence to the best management norms and best practices, many projects still fail to achieve their objectives while others are aborted before they are completed. The authors argue that this project failute is due to the lack of an analytical and systematic process of designing the project prior to its award and that this phase of Project Design plays a major role in predetermining the project’s outcome. The following paper is a research proposal for presenting the literature review, theoretical basis and empirical evidence of the need for a theoretical framework for designing projects. This framework will encompass a dynamic model for the interactions between the various project success factors across different project categories.

APA, Harvard, Vancouver, ISO, and other styles

4

Marie, Franck, and Jean-Claude Bocquet. "A Multi-Project Management Approach for Distributed Projects Management." In ASME 2001 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/detc2001/dac-21102.

Full text

Abstract:

Abstract As planning is the action undertaken before execution, it has a great importance as every investment. We identify some problematics in the planning process, and give some lightings about how to make it more efficient and reliable. We propose some methods for managing project at each detail level. We propose the extension of project manager’s concepts to all the people who are accountable for some objective or deliverable. So, there are in a single project a lot of people managing the part they are responsible for as an entire project. We propose a standard methodological kit for them, and we describe the consequences on skills and responsibilities of the project actors, and on the decisions they have to take and efforts they have to undertake to reach their objectives.

APA, Harvard, Vancouver, ISO, and other styles

5

Ridley, Ian G. "The Role of Project Management During the Concept Design Phase with Particular Reference to Marine Projects." In Maritime Project Management 2016. RINA, 2016. http://dx.doi.org/10.3940/rina.mpm.2016.09.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

L Pretorius, L., A. A Wessels, and A. A Rooney. "Design Management for Project Success." In 2007 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2007. http://dx.doi.org/10.1109/ieem.2007.4419493.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Karas, Slawomir, and Janusz Bohatkiewicz. "The Management of Environmental Bridge Design." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2014. http://dx.doi.org/10.32738/ceppm.201411.0038.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Sung, Tung-Jung, Chi-Shiang Wu, and Jhe-Jhao Chang. "Design Integration Mechanism at Collaborative Design Maturity Levels." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2010. http://dx.doi.org/10.32738/ceppm.201010.0022.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Molhanec, Martin. "Agile project management in product design." In 2008 31st International Spring Seminar on Electronics Technology (ISSE). IEEE, 2008. http://dx.doi.org/10.1109/isse.2008.5276637.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Chen, Mei-Fen. "Practice project management in website design." In ACM SIGGRAPH ASIA 2008 educators programme. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1507713.1507726.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Project Design Management"

1

Junod, John, Mark Read, and Vinek Kaistha. NAVSEA 05D Ship Design and Certification Network Knowledge Management Project. Fort Belvoir, VA: Defense Technical Information Center, September 2007. http://dx.doi.org/10.21236/ada486770.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

HURLBUT, S. T. SigmaPlot 2000, Version 6.00, SPSS Inc. Computer Software Project Management, Requirements, and Design Document. Office of Scientific and Technical Information (OSTI), October 2000. http://dx.doi.org/10.2172/805362.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Tarko, Andrew P., Mario Romero, Cristhian Lizarazo, and Paul Pineda. Statistical Analysis of Safety Improvements and Integration into Project Design Process. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317121.

Full text

Abstract:

RoadHAT is a tool developed by the Center for Road Safety and implemented for the INDOT safety management practice to help identify both safety needs and relevant road improvements. This study has modified the tool to facilitate a quick and convenient comparison of various design alternatives in the preliminary design stage for scoping small and medium safety-improvement projects. The modified RoadHAT 4D incorporates a statistical estimation of the Crash Reduction Factors based on a before-and-after analysis of multiple treated and control sites with EB correction for the regression-to-mean effect. The new version also includes the updated Safety Performance Functions, revised average costs of crashes, and the comprehensive table of Crash Modification Factors—all updated to reflect current Indiana conditions. The documentation includes updated Guidelines for Roadway Safety Improvements. The improved tool will be implemented at a sequence of workshops for the final end users and preceded with a beta-testing phase involving a small group of INDOT engineers.

APA, Harvard, Vancouver, ISO, and other styles

4

Deng, Zhuohang, Zhiliang Luo, Neil Hockaday, Ahmed Farid, and Anurag Pande. Evaluation of Left Shoulder as Part-Time Travel Lane Design Alternatives and Transportation Management Center Staff Training Module Development. Mineta Transportation Institute, January 2023. http://dx.doi.org/10.31979/mti.2023.2153.

Full text

Abstract:

Permanent capacity expansion, such as adding new lanes, is no longer a viable strategy to address traffic congestion in California; hence, ITS (Intelligent Transportation System) strategies, such as part-time use of the shoulder as a travel lane, need to be explored. The use of the shoulder as a travel lane during peak traffic hours has limited applications in the US, and most use the right shoulder as a part-time travel lane even though either the right or left shoulder (but not both) may be used. Caltrans District 5 is exploring the use of Left Shoulder as a Part-time Travel Lane (LSPTTL) as a piece of the larger project, titled Five Cities Multimodal Transportation Network Enhancement Project (FCMTNEP), aimed at congestion relief near Pismo Beach, CA. Construction is expected to begin in Winter 2025 with a Winter 2027 completion date. Given that this would be the first instance of LSPTTL in California, it is a Project of Division Interest (PoDI) for the California division of Federal Highway Administration (FHWA), and the District 5 experience may guide similar future installations of the shoulder as travel lane projects in the state. This research uses a microsimulation-based approach to evaluate design alternatives being explored by Caltrans District 5. This approach allows for evaluating the operational and safety effects of each of the alternatives. Furthermore, a Transportation Management Center (TMC) operator training framework has also been developed to ensure that the local TMC personnel can effectively deploy the LSPTTL during routine operations and emergencies. Based on the operational evaluation, the study found no significant difference in travel times associated with the three design alternatives. Alternative 2, which involves the longest segment with LSPTTL among the alternatives, was found to be the safest based on a surrogate safety measure-based evaluation. This framework for evaluating design alternatives for operations and safety effectiveness may be used for future projects that involve the use of the shoulder as a travel lane. For TMC operator training, this report documents key learning objectives. A hands-on training program that involves operators executing the opening and closing of the shoulder for routine and emergency conditions was developed. As the project nears implementation, there is some scope for improvement in the training modules through replication of the exact features of the LSPTTL design and introducing more realism in the TMC simulator training exercises.

APA, Harvard, Vancouver, ISO, and other styles

5

Hobbs, D. FY06 ANNUAL REPORT FOR ENVIRONMENTAL MANAGEMENT SCIENCE PROGRAM PROJECT #95061STRATEGIC DESIGN AND OPTIMIZATION OF INORGANIC SORBENTSFOR CESIUM, STRONTIUM AND ACTINIDES. Office of Scientific and Technical Information (OSTI), August 2006. http://dx.doi.org/10.2172/892715.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

DeLuga, Ronald E. Design of a Family of Munitions Containers (FMC) Overall Project Management of FMC number 1, FMC number 2 and FMC number 3. Fort Belvoir, VA: Defense Technical Information Center, January 1995. http://dx.doi.org/10.21236/ada290134.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Howard, Heidi, Chad Helmle, Raina Dwivedi, and Daniel Gambill. Stormwater Management and Optimization Toolbox. Engineer Research and Development Center (U.S.), January 2021. http://dx.doi.org/10.21079/11681/39480.

Full text

Abstract:

As stormwater regulations for hydrologic and water quality control become increasingly stringent, Department of Defense (DoD) facilities are faced with the daunting task of complying with multiple laws and regulations. This often requires facilities to plan, design, and implement structural best management practices (BMPs) to capture, filter, and/or infiltrate runoff—requirements that can be complicated, contradictory, and difficult to plan. This project demonstrated the Stormwater Management Optimization Toolbox (SMOT), a spreadsheet-based tool that effectively analyzes and plans for compliance to the Energy Independence and Security Act (EISA) of 2007 pre-hydrologic conditions through BMP implementation, resulting in potential cost savings by reducing BMP sizes while simultaneously achieving compliance with multiple objectives. SMOT identifies the most cost-effective modeling method based on an installation’s local conditions (soils, rainfall patterns, drainage network, and regulatory requirements). The work first demonstrated that the Model Selection Tool (MST) recommendation accurately results in the minimum BMP cost for 45 facilities of widely varying climatic and regional conditions, and then demonstrated SMOT at two facilities.

APA, Harvard, Vancouver, ISO, and other styles

8

Hicks, Jacqueline. Examples of 'Systems Thinking' Projects in International Development. Institute of Development Studies, March 2022. http://dx.doi.org/10.19088/k4d.2022.067.

Full text

Abstract:

A “systems thinking” (ST) approach generally recognises that international development processes are complex, inter-related, non-linear, and constantly changing. They involve many different types of actors, all with different levels of power. ST change methods try to mirror these qualities, and move away from more conventional project design and implementation that use simple linear input-output-impact project logic. Thus, this rapid literature review seeks to find out what are some examples of ‘systems thinking’ projects in international development. The aim of this rapid review is to provide concrete examples of how ST shows up in the project design and management processes that are typically used by people working in the international development sector. These include project management arrangements, evaluation indicators, results frameworks, budget allocations and procurement, country diagnostics, and the foundational analysis that informs project design. The examples found were mostly extracted from donor project documents. Different definitions of ST may emphasise different elements. An attempt was made to find a range of projects from different sectors, and to go beyond projects that exemplified “Market Systems Development” and “Adaptive Management,” for which there are already repositories of project examples (see Further Resources).The inclusion of the projects in this review does not imply that they were successful, only that they contain some evidence of ST in them. Most of the projects identified have a further library of documents, including evaluations, that give more detailed information about their successes and failures.

APA, Harvard, Vancouver, ISO, and other styles

9

Álvarez, Carola, Leonardo Corral, José Martínez, and César Montiel. Project Completion Report Analysis: Implications for the Portfolio. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003145.

Full text

Abstract:

This investigation builds on the Alvarez et al. (2021) Project Completion Report (PCR) analysis and its aim is to assess the implications of that study for the current portfolio of projects under execution at the Inter-American Development Bank (IDB). We use the sample of PCRs which reached operational closure (CO) in 2017 and 2018 to estimate the impact that design and execution performance characteristics of projects played in the likelihood of ending as successful and/or effective. Based on the estimated coefficients, we construct risk curves to isolate the effect specific characteristics have on the likelihood of a project being classified as unsuccessful/ineffective. We then use the estimated coefficients and, using the actual values for the current portfolio of projects in execution, identify the fraction of the portfolio that is at risk of ending as unsuccessful/ineffective projects. According to our analysis, of the 249 projects assessed, 39 have a 50% or less chance of being successful. Thirteen (13) projects have less than a 10% chance. For about 70% of the projects analyzed, given the characteristics they exhibit, the likelihood that they end up successful has already been curtailed. The type of analysis presented here can help IDB Management identify key performance indicators to keep track of during execution to periodically assess the level of risk it is willing to accept in terms of projects ending unsuccessful/ineffective as rated by the current PCR methodology.

APA, Harvard, Vancouver, ISO, and other styles

10

Morris, Gregory, Travis Dahl, Marielys Ramos-Villanueva, James Leech, and Meg Jones. Sustainable sediment management at US Army Corps of Engineers reservoirs. Engineer Research and Development Center (U.S.), February 2023. http://dx.doi.org/10.21079/11681/46470.

Full text

Abstract:

The US Army Corps of Engineers (USACE) maintains and operates 419 reservoirs nationwide for diverse purposes. This infrastructure is essential to the nation’s continued economic progress and provides numerous benefits. Sedimentation in reservoirs causes the loss of storage capacity, leading to interference with operations, reduction of project benefits, and eventual rendering of project operation technically infeasible or uneconomical. All reservoirs trap sediment, and sustainable long-term operation can be achieved only if sedimentation is managed. With many of the USACE reservoirs now reaching 50 years of age, sedimentation is starting to encroach on the beneficial pools. Under the paradigm of sustainable use, it is important to identify and implement strategies to sustain reservoir operation in the long term, beyond the period contemplated in the original project design life. This report outlines the major types of sediment management strategies available for reservoirs. Because the rate of new reservoir construction by USACE is very low, this report focuses on remedial strategies at existing reservoirs and presents a general methodology for the preliminary analysis of such sites. This report examines four example USACE reservoirs with known sedimentation issues to highlight the types of problems encountered and the development of strategies that can lead to sustainable use.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!