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Relevant bibliographies by topics / Project life cycle ; Project management ; Project planning

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Academic literature on the topic 'Project life cycle ; Project management ; Project planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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Journal articles on the topic "Project life cycle ; Project management ; Project planning"

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Altunel, Haluk. "Agile Project Management in Product Life Cycle." International Journal of Information Technology Project Management 8, no. 2 (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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Cîrţînă, Liviu Marius, Daniela Cîrţînă, and Liliana Luca. "Quality Management in Projects - Quality Planning." Applied Mechanics and Materials 657 (October 2014): 891–95. http://dx.doi.org/10.4028/www.scientific.net/amm.657.891.

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The project is defined as an ensemble coordinated by some activities accomplished in order to reach a well determined purpose, namely the project defines a process. Quality management in projects includes the processes necessary for providing the fact that the project satisfies the necessities it had been accomplished for. The quality planning function must remain present throughout the project life cycle. The settlement of the main (strategic) objective of the project and of the lower objectives together with the establishment of the methods by means of which these objectives are reached represent the quality planning in projects. After fixing quality strategic objective of the project it pass to the first major process of quality management in projects and namely to the quality of the planning projects.

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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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Munye Dagnew, Elias. "Evaluating the Programs and Procedures of Project Planning and Management: the Case of Ethiopia Red Cross Society." International Journal of World Policy and Development Studies, no. 67 (October 19, 2020): 97–104. http://dx.doi.org/10.32861/ijwpds.67.97.104.

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The central purpose of the study is to evaluate the programs, project planning and management in Ethiopian Red Cross society and its comparison with procedures of project planning and management system. The study found that Ethiopian Red Cross society has been working on a lot of community development projects in Ethiopia for several decades. Most projects were principally emphasized on disaster and risk reduction. Different organizations use diverse project procedures to achieve the anticipated objectives. This also true for the Ethiopian Red Cross society projects. The Ethiopian Red Cross society had integrated some unique style of project planning and management system in its project. Thus, there was no total departure in the whole system of project development phases. Every cycle of the project life spans are used beginning from the point of concept initiation to final implementation and closure phases.

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Cîrţînă, Liviu Marius, Daniela Cîrţînă, and Angelo Davaris. "Quality Assurance as Major Process of Quality Management in Projects." Applied Mechanics and Materials 809-810 (November 2015): 1305–10. http://dx.doi.org/10.4028/www.scientific.net/amm.809-810.1305.

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Quality management in projects includes the processes necessary for providing the fact that the project satisfies the necessities it had been accomplished for. The quality planning function must remain present throughout the project life cycle. The quality assurance in the projects can be defined as part of quality management in projects that provide confidence that the requirements relating to the quality of the activities carried out in the project will be met. We propose a model in the work for the implementation of the quality assurance process at every stage of a project, from project idea to project results. The proposed model, called PDP/PIP (project definition process/ project implementation process) is described as an application for a project machinery industry standard tools. The outcome of the project quality assurance is a quality improvement plan. This represents a document which is specified actions designed to raise the efficiency of quality management processes in projects and quality of results of the project.

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Dippelreiter, Birgit, and Michael Püttler. "Scenarios for Evaluating a Semantic Project Management Approach." Scientific Journal of Riga Technical University. Computer Sciences 43, no. 1 (2011): 65–71. http://dx.doi.org/10.2478/v10143-011-0009-2.

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Scenarios for Evaluating a Semantic Project Management ApproachKnowledge regarding closed projects is not sufficiently reused while planning new projects to improve the quality of project management processes. The reason is that current project management systems mainly support the ongoing project phase and do not explicitly consider the initiating and closing phase of a project management life cycle. By implementing semantic technologies within an existing open source project management system, these weaknesses can be improved. This system incorporates and links historical project knowledge that contributes to a more effective setup of upcoming projects. To design, develop and implement such a system we conducted interviews with IT companies regarding the strengths and weaknesses of the project management systems in use. On the basis of the interviews we identified three scenarios, which deal with the most common problems of project management, such as consistent data storage and how to retrieve information. These scenarios, described in this paper, are used as requirements and to evaluate the designed prototype.

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Ahmad, Maqsood, and Raheela Habib. "The Role of Top Management as a Moderator on Project Success during Project Life Cycle." Journal of Quantitative Methods 5, no. 1 (2021): 111–35. http://dx.doi.org/10.29145/2021/jqm/050105.

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The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management.  Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22

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Pulaski, Michael H., Michael J. Horman, and M. Jeya Chandra. "Case Study Validation of the Continuous Value Enhancement Process." Journal of Green Building 1, no. 3 (2006): 169–82. http://dx.doi.org/10.3992/jgb.1.3.169.

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Sustainable building projects have levels of complexity over conventional building projects that challenge current project management tools at efficiently managing the rigors of sustainable projects. The Continuous Value Enhancement Process (CVEP) is a recently developed tool designed specifically for sustainable building projects. This project management tool enables project teams to systematically generate and evaluate project alternatives for meeting sustainable goals. The goal of this tool is to identify high performance solutions that increase levels of sustainability and improve project performance. CVEP was experimentally implemented and tested on four case study projects to evaluate its ability to support project management decision making in ways that elevate sustainability and project performance. Reported in this paper, the results show CVEP produced first cost and life cycle cost savings. In particular, the study confirms that CVEP has the capability to: 1.) Provide a systematic evaluation process, 2.) Collect high performance building solutions, and 3.) Be applicable to different project types. These results show that it is possible to employ targeted project management techniques, like CVEP, to improve the cost-effective provision of sustainable buildings.

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Hassan, Sallaudin, Natasha Farhana, Siti Aishah, Siti Mahirah, and Khairul Firdaus Jimisiah. J. "Evaluating critical success factors and level of challenges in project life cycle (PLC)." International Journal of Engineering & Technology 7, no. 2.29 (2018): 67. http://dx.doi.org/10.14419/ijet.v7i2.29.13131.

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This research aims to evaluate the Critical Success Factors (CSF) of project management and to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV) is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork, Organization and Project Nature. There are four main stage in project which is Defining, Planning, Executing and Closure. The scope of this research is on projects/events conducted under Student Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research. Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle. It is suggested that the scope of study to be extended to other universities or industries in future research.

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Wied, Morten, Josef Oehmen, Torgeir Welo, and Ergo Pikas. "Wrong, but not failed? A study of unexpected events and project performance in 21 engineering projects." International Journal of Managing Projects in Business 14, no. 6 (2021): 1290–313. http://dx.doi.org/10.1108/ijmpb-08-2020-0270.

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PurposeMost complex engineering projects encounter unexpected events through their life cycle. These are traditionally attributed to inaccurate foresight and poor planning. Outlining a nonanticipatory alternate, the authors seek to explain the ability to rebound from unexpected events, without foresight, using resilient systems theory. This paper seeks to outline the theoretical underpinnings of project resilience and to identify criteria for planning and selecting projects for greater resilience.Design/methodology/approachInvestigating project resilience, this paper studies the relationship between unexpected events and project performance in 21 projects. The authors perform a systematic review of project ex post evaluations 3–12 years after project completion.FindingsFirst, the authors find that all projects encountered unexpected events, even when discounting planning error. Second, the authors show that, as a consequence, projects underperformed, not necessarily relative to formal criteria, but in terms of subjective opportunity cost, that is, relative to competing alternates – known or imagined – foregone by their implementation. Finally, the authors identify four types of resilient projects – superior, equivalent, compensatory and convertible projects – as opportunities for building project resilience.Practical implicationsThe properties of resilient projects provide opportunities for building resilience in complex projects.Originality/valueDeparting from traditional efforts to “de risk” plans and “de-bias” planners, this paper focuses on the properties of projects themselves, as an alternate to improved foresight and up-front planning.

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Dissertations / Theses on the topic "Project life cycle ; Project management ; Project planning"

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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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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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Czibor, František. "Softwarová podpora projektového řízení." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2009. http://www.nusl.cz/ntk/nusl-236760.

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This thesis deals with project management and how software can support it. In first part the problems and characteristics of project management is stressed as well as theoretical basics with focus on software development projects. Comparison of the available tools as project management aid is also touched. Objective of this thesis is to create such a project management aid tool by detailed analysis, design and implementation. The system has been implemented in programming language C#, the database layer is Microsoft SQL. End the end of the thesis the summary of the achieved results and possible future extensions of the project management tool can be found.

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Zacpal, Jan. "Řízení stavební zakázky ve stavebním podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2017. http://www.nusl.cz/ntk/nusl-265417.

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The thesis discusses the issues of organization of construction contracts from the perspective of the general contractor. The aim is to describe the principles, methods and tools for managing construction projects follow their camp on specific construction projects.

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Vavřinka, Pavel. "Řízení stavební zakázky ve stavebním podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2020. http://www.nusl.cz/ntk/nusl-409910.

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The aim of diploma thesis is to describe and analyze organization of construction contract at the specific construction company. Introduction contains summary of theoretical knowledge, followed by construction order preparation on general level. The practical part contains application on specific construction contract.

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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.<br>Thesis (PhD)--University of Pretoria, 2019.<br>NRF<br>Graduate School of Technology Management (GSTM)<br>PhD (Project Management)<br>Unrestricted

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Chatzoglou, Prodromos D. "A model for planning the requirements capture and analysis process." Thesis, University of Manchester, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.361550.

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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<br>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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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.<br>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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Books on the topic "Project life cycle ; Project management ; Project planning"

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

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1972-, Radford Darren, ed. Going beyond the waterfall: Managing scope effectively across the project life cycle. J. Ross Pub., 2014.

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

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

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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. Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56616-5.

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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. The Department, 1985.

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Sil'vestrov, Sergey, Vladimir Starovoytov, Vladimir Bauer, et al. Strategic planning in the public sector of the economy. INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1081855.

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This collective monograph continues a series of scientific studies and publications on the problems of strategic planning, which have been carried out for several years at the Financial University under the Government of the Russian Federation with the involvement of specialists from other scientific and educational organizations. A series of research papers in 2017-2019 was devoted to the analysis of strategic development risks and the analysis of global strategic planning practice, the general methodology of strategic planning and forecasting (including in the context of ensuring Russia's economic security), the approach to the formation of life cycles of preparation and revision of strategic planning documents and their comparative analysis, the experience of coordinating budget, project and process types of management and financing, monitoring risks and threats, the use of new information tools in the strategic planning complex, including blockchain, and also naturally develops such aspects of previous research as analysis of world practice, coordination of budget, project and process types of management and financing, the use of information technologies. However, at the same time, a special task was set — to approach a comprehensive analysis of the strategic planning process as a whole, especially to study its documentary support as the core of the organization of this process and the implementation of its results in the practice of public administration, as well as to analyze the scientific support of strategic planning as an essential aspect of all strategic planning and strategic management activities in the entirety of its aspects (goal setting, forecast, design, programming, planning, control and audit). It is intended for specialists from the humanities, natural sciences and technical fields of knowledge focused on management and development problems, for undergraduates and postgraduates, as well as for a wide audience of management practitioners, including those related to strategic planning processes in the public sector.

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Institute, Project Management, ed. Planning in 140 tweets: Quick tips on ideas, concepts, and the use of project management in your profession and life. Project Management Institute, Inc., 2013.

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Marcella, Albert J. Process development life cycle: An audit survival guide. Institute of Internal Auditors, 2001.

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Hass, Kathleen B. Professionalizing business analysis: Breaking the cycle of challenged projects. Management Concepts, 2007.

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Book chapters on the topic "Project life cycle ; Project management ; Project planning"

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Nicholas, John M., and Herman Steyn. "Project life cycle and project conception." In Project Management for Engineering, Business and Technology. Routledge, 2020. http://dx.doi.org/10.4324/9780429297588-6.

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Richardson, Gary L., and Brad M. Jackson. "Project Life Cycle Management." In Project Management Theory and Practice. 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. 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. 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. 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. 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. Springer London, 1997. http://dx.doi.org/10.1007/978-1-4471-0939-6_5.

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Goodman, Louis J. "Introduction to the Integrated Project Planning and Management Cycle (IPPMC)." In Project Planning and Management. Springer US, 1988. http://dx.doi.org/10.1007/978-1-4684-6587-7_1.

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Richardson, Gary L., and Brad M. Jackson. "Adaptive Life Cycle Models." In Project Management Theory and Practice. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-30.

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Haug, M., and E. W. Olsen. "The EUREX Project." In Software Management Approaches: Project Management, Estimation, and Life Cycle Support. 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 life cycle ; Project management ; Project planning"

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Wallace, Peter, Mark Cohen, Guy Lembach, Matthew Murch, and Reena Sahney. "Strategies for Managing Risk on Pipeline Projects." In 2006 International Pipeline Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/ipc2006-10284.

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The risk factors pressuring pipeline projects are very similar to those that influence any capital construction project, except that the scale and complexity are magnified as are the consequences of even minor disruptions to the progress of the work. Essential to the successful planning, design, and construction of large capital projects is risk management. Project issues such as regulatory compliance, resource constraints, aggressive competition, and the access to and requirements of capital markets require aggressive and thorough risk management and control. Moreover, the ability to influence and mitigate cost and schedule risk decreases as the project progresses through the construction life cycle. This paper will discuss the major components of proper risk management including scoping, identification, analysis and evaluation, timely response, mitigation, control, and risk allocation using proven techniques. The significant risk areas in each phase of the project life cycle including, feasibility, planning and design, construction, and start up & turnover will also be discussed. This paper will also focus on tools and strategies in dealing with the common and costly areas of risk, particularly the use of CPM scheduling in the identification, control and quantification of risk management issues using statistical models, such as Monte Carlo simulations, and the use of CPM scheduling in the avoidance of claims will be highlighted.

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Ruthven, Chris, Travis E. Stripling, and Darryl W. Hertz. "Utilization of Value Improving Practices (VIPs) on Pipeline Projects." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27058.

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Value Improving Practices (VIPs) are formal structured processes applied to capital projects and operating facilities to improve profitability or value above that attained through good engineering and project management practices (Reference [1]). VIPs are most commonly applied to projects resulting in chemical processing facilities, but not so frequently applied to cross-country pipeline projects. Based upon the authors’ experiences, this paper will describe the practical application of VIPs on pipeline projects and the significant benefits that may be expected. More specifically, the following fourteen (14) Kellogg Brown & Root (KBR) project VIPs will be discussed as to their exact purpose, and how and when they should be applied during the pipeline project life cycle: 1. Setting Business Priorities and Classes of Facility Quality; 2. Technology Selection; 3. Process Simplification; 4. Customization of Standards & Specifications; 5. Constructability; 6. Design to Capacity; 7. Waste Minimization; 8. Predictive Maintenance; 9. Process Reliability Simulation; 10. Energy Optimization; 11. Value Engineering; 12. Commissioning & Startup Planning; 13. Shared Learning; 14. 3D-CAD. This paper will continue with a more in depth discussion of two VIPs that have major applicability on pipeline projects: Technology Selection and Constructability. The relationship of the VIPs with BP’s Pipeline Cost Reduction Project will also be discussed.

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Modica, Jose Eduardo, Marcelo Ramos Martins, Roque Rabechini, and Edison Martins Braun. "The Follow-Up of an Extensive Portfolio." In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31513.

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The speed of the changes that have occurred in the world have forced organizations to adapt themselves and offer new products to the consumers in increasingly shorter timeframes, or risk being overtaken by the competition. The cycle of project life is being reduced, making the management increasingly complex both for the projects and portfolios of projects. Included in this scenario are companies from the oil sector that act to develop management systems that manage to aggregate greater chances of success for its projects as well as the capacity to manage multiple projects simultaneously. The concept of success itself is controversial, because on the one hand it is one of the most researched topics, on the other there is still no consensus among those interested. It becomes necessary then to understand the concept of success for projects, and to establish ways of measuring it, and try to identify the critical factors of success and the critical factors of failure, so that organizations can manage their own projects adequately. Companies with extensive project portfolios confront greater challenges, because they have to develop efficient methodologies to manage and maintain their portfolios, in addition to having to develop competences to accompany the management of multiple projects, identifying possible corrective actions for the deviations identified in time. One efficient manner of pro-actively controlling extensive portfolios of projects being executed simultaneously at different geographical locations is the utilization of a tool via web that integrates all the management activities. This tool must have as a basic premise its utility for the work of the management team, and not only be a communication tool, since in this case it would call for an effort by the management team that adds no value to the project. This article has the objective of showing the results of research carried out to identify how Transpetro, the largest logistics company in South America, which operates a fleet of 55 ships with transport capacity of 2.9 million deadweight tons, 7,033 km of oil pipelines and 3,600 km of gas pipelines, 20 land-based terminals and 26 water-based terminals, controls its engineering projects, directing its efforts in an attempt to achieve greater chances of success so as to comply with its strategic planning.

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Veit-Egerer, Robert, Monika Widmann, Günther Achs, et al. "Einstein - Risk-Based Decision Model for the Determination of Optimized Maintenance Intervention Schedules for Infrastructure." In IABSE Conference, Copenhagen 2018: Engineering the Past, to Meet the Needs of the Future. International Association for Bridge and Structural Engineering (IABSE), 2018. http://dx.doi.org/10.2749/copenhagen.2018.122.

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The aim of the research project EINSTEIN was the development of a technology prototype for the optimization of maintenance strategies for traffic infrastructure based on risk management principles. In addition to the current condition based structural maintenance planning it was aspired to broaden mid-term budget forecasting for existing infrastructure based on the developed risk models in order to evaluate the impact of different maintenance strategies and methodological approaches in terms of direct and indirect Life Cycle Costs. Subsequently the results of this analysis are used to determine the most favourable option from the operational and economic point of view in terms of calculated Life Cycle Management (LCM) proposals. The developed models were implemented into an asset management application and tested by means of two pilot projects for road and railway infrastructure for both clients - ASFINAG (Federal Austrian Highways) and ÖBB (Federal Austrian Railways). The current publication focuses on the comparative analysis of 90 railway bridges along a track section of 54km length.

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Willmann, Endre, Runar Østebø, and Eduardo H. R. Montalvao. "Value Creation and Cost Management by Use of the New ISO 15663 Life Cycle Costing Standard." In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/31203-ms.

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Abstract The new edition of the ISO 15663 standard has been developed during the recent years and will strengthen the industry cost management for business value creation. This paper shows how such standardization can be used to further enhance and promote adoption of a common and consistent approach to life cycle costing in the offshore oil and gas industry. The new ISO 15663 edition maintains key principles from previous editions, but does also introduce an improved and revised management methodology for application of life cycle costing. The purpose is to provide decision support for selecting between alternative options (e.g., projects, operational and technical subject matters) across life cycle phases, also aligned with overall corporate business objectives such as HSE and sustainability. It also provides the means of identifying cost drivers and a framework for value optimization over the entire life of an asset. The international standard is providing an essential set of normative requirements on how to implement and apply the life cycle costing methodology and the decision criteria, supported by an exhaustive part of recommended practices. This includes the identification of common and specific contractual considerations for operators, contractors and vendors (e.g., complementary metrics besides expenditure, such as systems availability guarantee and risk-sharing clauses). It also includes the application in the life cycle phases of an asset, the techniques and data input, examples of application, and assessment and lessons learnt. Capital expenditure (CAPEX), operating expenditure (OPEX), revenue and lost revenue (LOSTREV) factors are addressed. The standard includes an unambiguous definition of the economic objectives of a project and application of the same business criteria when making major engineering decisions. The life cycle costing methodology is applicable to all asset decisions in any life cycle phase, but should be applied only when expected to add value for decision-support. The required extent of planning and management of the appropriate life cycle costing is depending on the magnitude of the costs involved, the potential value that can be created and the life cycle phase. This paper demonstrates how the new ISO 15663 can be utilized by providing new examples of life cycle costing, to give all participants in the process — oil and gas operators, contractors and vendors — an up-to-date and streamlined set of requirements and guidance, encouraging a fit for purpose application. The paper does also present unique key economic evaluation measures such as life cycle cost (LCC) and net present value (NPV).

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Limsuwan, Ekasit, and Pticha Jongvivatsakul. "Precast Industry Contributed toward Green Construction." In IABSE Conference, Kuala Lumpur 2018: Engineering the Developing World. International Association for Bridge and Structural Engineering (IABSE), 2018. http://dx.doi.org/10.2749/kualalumpur.2018.0861.

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<p>Current construction industries have developed toward sustainable development as which the technologies are intended to optimum use of natural resources, minimize energy consumption, reduce waste and enchorage possible recycle. Precast construction would be an alternative for civil infrastructure projects this paper will introduce the building process for project execution in planning, design, construction, operation and maintenance. Some examples of precast construction of elevated highways and highrise buildings in Thailand will be presented. Some aspects toward green technologies to demonstrate improvement in quality control to accelerate speed of construction, to reduce energy consumption and to minimize environment impact assessment. The life cycle management will also be synthesized for green rating as far as the low carbon strategy can be implemented toward sustainable engineering.</p>

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Gayraud, Stéphane, and Riti Singh. "Effective Decision Making in Simple and Combined Cycle Schemes at the Turn of the Millennium." In ASME 1999 International Gas Turbine and Aeroengine Congress and Exhibition. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/99-gt-011.

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The electricity supply industry is being restructured all over the world. Privatisation, with the emergence of Independent Power Projects (IPPs), especially in developing countries, and liberalisation of the power generation market are changing decision-making processes in a radical way. New challenges of deregulation and customer demands, and economic instabilities in south-east Asia, oblige electric utilities to face a double jeopardy: least-cost planning and least-risk investments. Consumers are encouraged to save energy and emission reduction policies are implemented to promote utilisation of high efficiency, clean power production technologies. The aim of this paper is to introduce the concept of life cycle risk management and Decision Support System (DSS) for open and combined cycle schemes, highlighting the market potential for Flexible Mid-size Gas Turbines (FMGT) in mid-merit applications. The DSS that has been developed at Cranfield University includes: plant simulation program, providing design and off-design performance, maintenance planning, component degradation, and load-following models. In addition several economic techniques based upon engineering finance and project accounting make power plant economic appraisals possible. The DSS also provides a Monte Carlo risk analysis in order to deal with technical and economic uncertainties in a very effective way. Case studies will stress several parameters that planners have to carefully assess when making decision in the context of the coming millennium, bringing all sorts of new challenges and areas of uncertainty that will be discussed in the paper.

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Olson, Walter W. "Improvement Project Contingency Planning." In Total Life Cycle Conference & Exposition. SAE International, 1998. http://dx.doi.org/10.4271/982198.

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Zhang, Ye, and Ali Touran. "Contingency Planning During Project Life Cycle." In The Seventh International Structural Engineering and Construction Conference. Research Publishing Services, 2013. http://dx.doi.org/10.3850/978-981-07-5354-2_c-7-34.

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Botto, Adriana, Meghan Hull, Binder Singh, Tommy Golczynski, and Bob Wittkower. "Best Practice Riser Integrity Management and Its Applicability to Greenfield and Brownfield Developments." In ASME 2010 29th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2010. http://dx.doi.org/10.1115/omae2010-20894.

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An improved approach is presented for the cost efficient, reliable development and implementation of a holistic Integrity Management (IM) plan for risers systems. Examples based on project experience are provided, illustrating how this process can be applied to Green and Brownfields alike. Flexible Pipe, Top Tension Risers (TTR) and Steel Catenary Riser (SCR) major hazards will be evaluated for a new development tie-in to existing facility, as major material compatibility threats may arise. Consideration regarding available mitigation measures will be discussed. This process will also identify synergies in the planning and scheduling of integrity management activities that can help achieve significant cost benefits through optimized mobilizations with other offshore interventions. The intent is to retain focus on practical retention of technical integrity throughout the riser lifecycle, while emphasizing that integrity management is a dynamic process that takes advantage of best practices from both analysis and operations personnel. Similarly, good interface between design and operations teams can ensure better co-operation between the CAPEX and OPEX cost centers. This then ensures design personnel have the data required to better optimize immediate life cycle ‘fitness for purpose’ as well as future reassessment capabilities of the system.

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Reports on the topic "Project life cycle ; Project management ; Project planning"

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

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Melby, Jeffrey, Thomas Massey, Fatima Diop, 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.), 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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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.), 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, 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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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2014. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, 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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