Relevant bibliographies by topics / Project management techniques

Contents

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

Academic literature on the topic 'Project management techniques'

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

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 management techniques.'

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 management techniques"

1

Fisher, Cameron. "New Techniques in Project Management." American Journal of Industrial and Business Management 04, no. 12 (2014): 739–50. http://dx.doi.org/10.4236/ajibm.2014.412080.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Yakovleva, Anna. "Methodological Aspects of Project Techniques Selection for Innovation Project Management." International Journal of Innovation 2, no. 1 (June 1, 2014): 18–31. http://dx.doi.org/10.5585/iji.v2i1.13.

Full text
Abstract:
Project Management offers a variety of methodologies which provides managers with different techniques and tools to use during project planning and implementation. At the same time there is a substantial lack of systematized approaches to the management of innovation projects. In this article key factors in the selection of appropriate techniques in innovation project management will first be identified. Theoretical analysis of different project management standards and possibility of their use will then be discussed. In addition how the techniques can be applied will be investigated through academic paper analysis. . This research makes a theoretical contribution to the field of project management by selecting and determining which project management techniques can be adapted and applied to innovation projects. Recommendations for practical application are based on theoretical findings of the research. These include two main factors, which are: influencing the choice of project management techniques and the structure of project selection process. The significance of the results obtained is confirmed by creation of theoretical knowledge, which permits to thoroughly understand and capture issues which may emerge during innovation project planning and implementation, through the use of established project management methodology. Keywords: Project management, Innovation, Project management standard, innovation project, PMBoK, PRINCE2, ICB.
APA, Harvard, Vancouver, ISO, and other styles
3

Tulip, Arthur. "Project management techniques applied to computing." International Journal of Project Management 4, no. 3 (August 1986): 128–31. http://dx.doi.org/10.1016/0263-7863(86)90042-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Jowah, Larry Enoch. "Project Management Tools and Techniques for Effective Project Execution." Journal of Business and Economics 6, no. 10 (October 20, 2015): 1762–74. http://dx.doi.org/10.15341/jbe(2155-7950)/10.06.2015/011.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Carter, Guy D., C. P. Clare, and D. C. J. Thorogood. "Engineering project management techniques and their application to computer projects." Software Engineering Journal 2, no. 1 (1987): 15. http://dx.doi.org/10.1049/sej.1987.0003.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Levitt, Raymond E., and John C. Kunz. "Using artificial intelligence techniques to support project management." Artificial Intelligence for Engineering Design, Analysis and Manufacturing 1, no. 1 (February 1987): 3–24. http://dx.doi.org/10.1017/s0890060400000111.

Full text
Abstract:
AbstractThis paper develops a philosophy for the use of Artificial Intelligence (AI) techniques as aids in engineering project management.First, we propose that traditional domain-independent, ‘means–and’ planners, may be valuable aids for planning detailed subtasks on projects, but that domain-specific planning tools are needed for work package or executive level project planning. Next, we propose that hybrid computer systems, using knowledge processing techniques in conjunction with procedural techniques such as decision analysis and network-based scheduling, can provide valuable new kinds of decision support for project objective-setting and project control, respectively. Finally we suggest that knowledge-based interactive graphics, developed for providing graphical explanations and user control in advanced knowledge processing environments, can provide powerful new kinds of decision support for project management.The first claim is supported by a review and analysis of previous work in the area of automated AI planning techniques. Our experience with PLATFORM I, II and III, a series of prototype AI-leveraged project management systems built using the IntelliCorp Knowledge Engineering Environment (KEE™), provides the justification for the latter two claims.
APA, Harvard, Vancouver, ISO, and other styles
7

IQBAL, Shahid, Rafiq M. CHOUDHRY, Klaus HOLSCHEMACHER, Ahsan ALI, and Jolanta TAMOŠAITIENĖ. "RISK MANAGEMENT IN CONSTRUCTION PROJECTS." Technological and Economic Development of Economy 21, no. 1 (January 29, 2015): 65–78. http://dx.doi.org/10.3846/20294913.2014.994582.

Full text
Abstract:
Risk management is an important field of construction industry and has gained more importance internationally due to the latest researches carried out on a large scale. However, this relatively new field requires more attention to bring some benefit. Construction projects are facing a number of risks which have negative effects on project objects such as time, cost and quality. This study is based on findings of a questionnaire-based survey on risk management in construction projects in Pakistan, reporting the significance of different type of risk, ultimate responsibility for them and the effectiveness of some most common risk management techniques practiced in the industry. Two types of risk management techniques were considered: preventive techniques which can be used before the start of a project to manage risks that are anticipated during the project execution; and remedial techniques that are used during the execution phase once a risk has already occurred. The study revealed that financial issues for projects, accidents on site and defective design are the most significant risks affecting most of construction projects. As further reported, the contractor is responsible for management of most risks occurring at sites during the implementation phase, such as issues related to subcontractors, labour, machinery, availability of materials and quality, while the client is responsible for the risks such as financial issues, issues related to design documents, changes in codes and regulations, and scope of work. Further reported results of the analysis demonstrate that the production of proper schedule by getting updated data of the project and guidance from previous similar projects are the most effective preventive risk management techniques while close supervision and coordination within projects are the most effective remedial risk management techniques. It may be concluded that the most significant risks must be managed with greater effort to reduce/eliminate their effects on the project. As the study concludes, preparation of a proper schedule and good coordination during the implementation stage are very important as they may help project managers to focus on critical areas for better management of projects in Pakistan.
APA, Harvard, Vancouver, ISO, and other styles
8

Smith, J. U. M., C. Chapman, and S. Ward. "Project Risk Management: Processes, Techniques and Insights." Journal of the Operational Research Society 49, no. 7 (July 1998): 769. http://dx.doi.org/10.2307/3010252.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Voegtli, C. "High impact management techniques for any project." IEEE Antennas and Propagation Magazine 42, no. 5 (2000): 122–24. http://dx.doi.org/10.1109/74.883511.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Smith, J. U. M. "Project Risk Management: Processes, Techniques and Insights." Journal of the Operational Research Society 49, no. 7 (1998): 769–70. http://dx.doi.org/10.1038/sj.jors.2600022.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Project management techniques"

1

Vecino, Gustavo Angel. "Applying web-based project management techniques to dredging projects." College Park, Md.: University of Maryland, 2007. http://hdl.handle.net/1903/7796.

Full text
Abstract:
Thesis (M.S.) -- University of Maryland, College Park, 2007.
Thesis research directed by: Dept. of Civil and Environmental Engineering. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
APA, Harvard, Vancouver, ISO, and other styles
2

Feegrade, S. "Project control using adaptive techniques." Thesis, Coventry University, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.376532.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Karapinar, Akin. "Project Management, Time Management and Motivation for building renovation projects." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018.

Find full text
Abstract:
This thesis includes a study and research on project management, time management and motivation. Study and research starts with the introduction of management techniques and tools and continues with the case study. Case study is a restoration project time management of Farabi building in Nicosia, North Cyprus. Techniques and tools which learned and researched for project management, time management and motivation adapted on Farabi building restoration project which held in 2017. With that, a new case study created from the scratch by using all of these knowledge with a proper discussion.
APA, Harvard, Vancouver, ISO, and other styles
4

Kuczora, Paul William. "Integration project management methodologies using knowledge-based system techniques." Thesis, University of Brighton, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.332065.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Pade, Caroline Ileje. "An investigation of ICT project management techniques for sustainable ICT projects in rural development." Thesis, Rhodes University, 2007. http://hdl.handle.net/10962/d1002769.

Full text
Abstract:
Poverty alleviation by means of rural development has become a priority among developing countries. In turn, rural development may be significantly enhanced and supported by Information and Communication Technologies (ICTs), the use of which is highlighted by the emerging importance of information and knowledge as key strategic resources for social and economic development. An analysis of rural case studies where ICTs have been introduced, suggests that there are a number of barriers and constraints that are faced when taking advantage of these technologies. These include access to infrastructure, limited formal education, insufficient training and capacity building, financial and political constraints, and social and cultural challenges. These challenges threaten the success and sustainability of rural ICT projects. Sustainability is key to the effectiveness of a rural ICT project; therefore it is important to understand the concept and categories associated with ICT project sustainability in rural areas. The categories of sustainability which include social and cultural, institutional, economic, political, and technological, reveal critical success factors that need to be considered in the implementation and management of rural ICT projects. The project management discipline acknowledges the importance of understanding the project’s environment, particularly environmental factors associated with rural communities. The complexity of the environment therefore implies the need for a project to be undertaken in phases comprising the project life cycle. Project management practice for rural ICT project sustainability can therefore be examined, adapting the traditional project life cycle to a rural ICT project. A Rural ICT Project Life Cycle (RICT-PLC) that is sensitive to the critical success factors of sustainability is therefore proposed. In order to further investigate the phases of the life cycle of a rural ICT project, two case study investigations are explored: the Dwesa ICT community project, and the Rhodes University Mathematics Education Project (RUMEP) (MathsNet). A multiple case study analysis confirms the practices associated with the RICT-PLC model, and identifies additional characteristics, phases and practices associated with rural ICT projects. Finally, an enhanced RICT-PLC model is developed, that sets sustainability guidelines for ICT project management in rural areas and identifies the people, environments, technologies, systems, and requirements for ICTs to support rural development activities.
APA, Harvard, Vancouver, ISO, and other styles
6

Chauma, Crecencia Naison. "The application of project management tools and techniques in ICT SME projects in Western Cape." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2546.

Full text
Abstract:
Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017.
Introduction The research looked at the application of project management tools and techniques in ICT SME projects in the Western Cape. Problem Statement Previous literature revealed that small to medium enterprises (SMEs) are vital to developing economies as they provide employment and contribute to overall sustainable economic productivity. Literature further alludes that project management tools and techniques enhance SME’s ability to innovate, grow and compete in industry. However, it is unclear if ICT SMEs in Western Cape are applying project management tools and techniques in their projects. Therefore, this study aimed to investigate whether ICT SMEs in Western Cape applied these tools and techniques in their projects. Aims / Objectives The primary objective of the research was to determine the extent to which ICT SMEs in Western Cape were using project management tools and techniques. The secondary research objectives were: to determine the extent to which ICT SMEs in Western Cape knew about the project management tools and techniques and how to use them; to establish the extent to which the ICT SMEs knew the benefits of using project management tools and techniques; and to determine the extent to which project management tools and techniques were used by SMEs to achieve success. Methodology The research was non experimental. An electronic questionnaire was distributed using Survey Monkey and Mail Chimp to collect responses. Some questionnaires were hand delivered to ICT SMEs based in the Cape Town CBD areas accessible to the researcher. The results presented in the research were based on a survey of ICT SMEs, located in Western Cape. Out of the 341 responses targeted a total of 210 responses were obtained. The results obtained represent 60- 70% of the population interviewed. The sample was chosen using stratified random sampling that classified the respondents according to organisational hierarchy, and the amount per strata was noted. The respondents within each stratum were chosen using simple random sampling thus eliminating bias.
APA, Harvard, Vancouver, ISO, and other styles
7

Duku, Leju. "Evaluating the optimal innovative cost control techniques used in the South African construction industry." Master's thesis, Faculty of Engineering and the Built Environment, 2020. http://hdl.handle.net/11427/32604.

Full text
Abstract:
The execution of construction projects commands a myriad of technological, human, organisational and natural resources. However, the construction and engineering undertaking of these projects are frequently overshadowed by economic difficulties, such as the high costs of construction materials, that have a negative impact on project costs. Cost overruns have been determined as a phenomenon continually plaguing the construction industry in both private and public sectors, and very few projects are completed within cost parameters. This research evaluated the barriers to the use of innovative cost control techniques during the construction phase, and determined the level of cost overruns on construction projects in South Africa; identified innovative cost control techniques used by construction firms on construction projects; established the optimal innovative cost control technique used in the South African construction industry; and uncovered the relationship between the level of use of innovative cost control techniques on construction projects and cost overrun. Questionnaires were the chosen instrument for data collection and were circulated via Survey Monkey. A total of 123 questionnaires were returned, and they provided the base for the computation of study results. Statistical tools employed in the study included percentages, mean item score (MIS), and frequency distributions. A scatter plot was used to distinguish whether there was a correlation between the cost performance of projects and level of innovativeness by establishing a line of best fit through the set of the two variables. A line of best fit in the positive direction indicates that increased levels of innovativeness improves the cost performance of projects, while a line of best fit in the negative direction indicates that increased levels of innovativeness does not enhance project performance. The relationship between the level of innovative cost control techniques usage in construction projects and cost overrun was determined to be negative. This led to the conclusion that construction professionals are limiting themselves and are not exploring alternative or innovative cost control techniques. They were focused on project efficiency and productivity rather than cost overruns. Innovative cost control techniques identified in the study were Earned Value Analysis (EVA), Last Planner System (LPS), 4D Scheduling, Fuzzy Project Scheduling, Integrated critical path and Line of Balance, and Reserve Analysis. Study findings determined that the critical contributors to cost overruns included tight project budgets, project complexity, a high frequency of change orders by clients and financial difficulties encountered by contractors. Perceived barriers to the implementation of innovative cost control techniques in projects by participants included a poor scope definition, a lack of training and technical skill of project personnel, poor understanding of cost analysis and variables involved in cost planning. It also emerged that projects cannot meet project objectives, and construction organisations are not making use of the right tools and techniques to monitor and control construction costs. The research findings have shown that professionals have limited knowledge of innovative cost control techniques. This also concludes that they are not taking advantage of the features of new innovative techniques to tackle complex projects. This, therefore, means that complex projects will continue to experience cost overruns. This study concludes that top management of construction organisations are not training their staff to embrace new technologies and innovation. To address the barriers to the use of innovative techniques, there should be increased investment on the part of construction organisations toward affording their workforce the relevant training, knowledge and technical skill required to implement the modern techniques for cost control identified in the report. The cidb should organise seminars and workshops on the usefulness and importance of innovative cost control techniques, and workers should embrace self-development and change. Government should implement policies on the use of innovative cost control techniques for their projects, and construction organisations should develop capacity in line with innovative cost control techniques.
APA, Harvard, Vancouver, ISO, and other styles
8

Lin, Chun-ming, and 連振明. "Managerial use of quantitative techniques in building project management: contractors perspectives." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2000. http://hub.hku.hk/bib/B31251602.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Lin, Chun-ming. "Managerial use of quantitative techniques in building project management : contractors perspectives /." Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25949275.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Karivate, Pattharawan, and Muhammad Rizwan. "Role of Project Portfolio Control Techniques in Achieving Efficiency in Project Based Firms." Thesis, Umeå University, Umeå School of Business, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-30828.

Full text
Abstract:

“While project management and program management have traditionally focused on ‘doing work right’, portfolio management is concerned with ‘doing the right work’” (PMI,2006)

Nowadays organizations are facing problems with too many projects and having limited resources to execute these projects. Therefore the role of portfolio control is gaining more importance to yield the right balance, mix and number of projects, and also to deal with the challenge of maximizing the value of the portfolio. Therefore the organizations rely on effective portfolio management and are developing new methods to deal with these challenges. Hence present study involves study of those organizations that rely on portfolio control techniques to effectively manage their portfolio of projects.

 

The aim of this research is to investigate the role of portfolio control techniques in achieving efficiency in project based firms, examine relationship between control techniques and the portfolio efficiency, and to find the role of contextual factors like project and governance type in impacting the portfolio efficiency. Three portfolio control factors: portfolio selection, portfolio reporting, and decision making style were identified and portfolio efficiency was explained by two measures: achievement of portfolio results and achievement of project and program level purpose.

 

The research was conducted at two multinational organizations, a pharmaceutical company in Europe and engineering and contracting transportation company in Asia. Case study research strategy was used, and data was collected through semi- structured interviews to investigate the impact of using these portfolio control techniques in a project based firms.

 

The results of the research indicate that these control techniques helps to select and analyse the portfolio from strategic, financial and risk perspective. Furthermore it helps to balance the organizational priorities by taking into consideration project type, market sector, resource constraints and product lines. The portfolio control techniques also involve portfolio reporting which is considered as formal way of communication and information sharing and is believed to be significant project-level factor contributing to portfolio efficiency. Lastly, portfolio decision making helps the organizations in making the right decision in the best interest of the organization. All these control variables were found to have a significant impact on achieving results and achieving project and programme level purpose which in our research are the dimensions of portfolio efficiency.

 

In our study we also found that there exists a positive relationship between the portfolio control techniques and portfolio efficiency which is affected by the contextual variables such as project type, governance type, organizational complexity, co-localization of team members, communication and clarity of goals and objectives.

APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Project management techniques"

1

Burke, Rory. Project management: Planning and control techniques. 3rd ed. Chichester, England: J. Wiley, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Carstens, Deborah Sater, and Gary L. Richardson. Project Management Tools and Techniques. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Improving project management skills and techniques. Englewood Cliffs, N.J: Prentice Hall, 1989.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Wheal, Peter. Get organized: Using project management techniques. Lyme Regis: Russell House, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Heerkens, Gary R. Project Management. New York: McGraw-Hill, 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

McLean, D. Project management techniques for performance monitoring. Hague: International Service for National Agricultural Research, 1988.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Simpson, W. Dwain. New techniques in software project management. New York: Wiley, 1987.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

P, Dozzi S., and AbouRizk S. M, eds. Project management: Techniques in planning and controlling construction projects. 2nd ed. New York: J. Wiley, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Structured computer project management. Englewood Cliffs, N.J: Prentice Hall, 1988.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Badiru, Adedeji Bodunde. Industrial project management: Concepts, tools, and techniques. Boca Raton: CRC Press, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Project management techniques"

1

Sholarin, Ebenezer A., and Joseph L. Awange. "Project Management Techniques." In Environmental Science and Engineering, 335–66. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-27651-9_16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Vanhoucke, Mario. "Scheduling Techniques." In Integrated Project Management Sourcebook, 43–105. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-27373-0_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Carstens, Deborah Sater, and Gary L. Richardson. "Project Management Environment." In Project Management Tools and Techniques, 31–38. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Dal Pont, Jean-Pierre. "Project Management Techniques: Engineering." In Process Engineering and Industrial Management, 307–54. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2013. http://dx.doi.org/10.1002/9781118562130.ch9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Carstens, Deborah Sater, and Gary L. Richardson. "Communications Management." In Project Management Tools and Techniques, 209–20. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Carstens, Deborah Sater, and Gary L. Richardson. "Team Management." In Project Management Tools and Techniques, 221–30. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Carstens, Deborah Sater, and Gary L. Richardson. "Risk Management." In Project Management Tools and Techniques, 419–40. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-26.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Mochal, Tom, and Jeff Mochal. "Use Multiple Estimating Techniques." In Lessons in Project Management, 143–47. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3835-5_35.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Carstens, Deborah Sater, and Gary L. Richardson. "Earned Value Management." In Project Management Tools and Techniques, 245–82. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-18.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Kovács, Attila. "Project Procurement Related Management Techniques." In Enhancing Procurement Practices, 95–125. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-1-4419-8947-5_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Project management techniques"

1

Marshall, Robert G., Robert Galatiuk, and Michal Mensik. "Innovative Project Management Techniques: Major International Pipeline Project." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-178.

Full text
Abstract:
The Gasoducto del Pacifico Pipeline Project (GasPacifico), a 543 Km. pipeline transporting gas from the Province of Neuquen in Argentina to major cities in Chile, was accomplished in record time and under budget. The project was executed in a time frame even shorter than a previous fast track project in the region, the GasAndes Pipeline Project which also crossed the imposing Andes mountain range. Relying on the experience of the GasAndes Project, the Project Management Team, achieved success through the innovative implementation of project management techniques tailored to the specific challenges of the GasPacifico Project which include: - The fast track nature of the project; - Contractual obligations imposed by the Project Management Agreement between TransCanada International (TCI) and the owner, GasPacifico; - Environmental contraints (route traversed a national park in Chile and areas of high erosion and instability); - Seasonal constraints (one summer of construction, heavy rains in winter); - Two countries with two sets of laws and stringent regulatory regimes; - Procurement and importation of major equipment, materials and pipe. The project management techniques balanced the triumvirate of quality, schedule and cost while managing the Owner’s risks within the boundary constraints of: - Schedule commitments; - Budget; - Right-of-way acquisition; - Regulatory Permits; - Design challenges; - Procurement limitations; - Environment requirements; - Construction challenges. This paper presents the project management techniques used to manage these challenges, placing them in a relevant context, with the intent that learnings can be applied to other international projects.
APA, Harvard, Vancouver, ISO, and other styles
2

Rawlings, P. "Project risk management - tools and techniques." In IEE Colloquium. Risk Management in Engineering Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990174.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Sjekavica Klepo, Mariela, and Mladen Radujković. "Usage of Project Management Methods, Tools and Techniques in Infrastructure Projects." In Creative Construction Conference 2019. Budapest University of Technology and Economics, 2019. http://dx.doi.org/10.3311/ccc2019-070.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Davis, Claudia E. "Enhancing emotional intelligence in project management." In SIGGRAPH '19: Special Interest Group on Computer Graphics and Interactive Techniques Conference. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3306307.3328190.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Nguyen, Viet Tai, and Kriengsak Panuwatwanich. "Design-for-Manufacture Techniques in the Vietnamese Construction Industry: Opportunities and Barriers." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2015. http://dx.doi.org/10.32738/ceppm.201509.0002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Fitzhenry, P. "Enhanced software project management by application of metrics and cost estimation techniques." In IEE Colloquium on Project Management for Software Engineers. IEE, 1995. http://dx.doi.org/10.1049/ic:19951542.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Wei Jia. "Notice of Retraction: Application of project management techniques in construction management." In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553107.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Ricklefs, Hannes, Stefan Puschendorf, Sandilya Bhamidipati, Brian Eriksson, and Akshay Pushparaja. "From VFX project management to predictive forecasting." In SIGGRAPH '17: Special Interest Group on Computer Graphics and Interactive Techniques Conference. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3084363.3085036.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Root, Richard W., Gerard LaCroix, and Michael Springman. "Management challenges and techniques on a large Ada project." In the conference. New York, New York, USA: ACM Press, 1991. http://dx.doi.org/10.1145/126551.126590.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Fathalizadeh, Ali, Parviz Ghoddousi, Ali Akbar Shirzadi Javid, M. Reza Hosseini, and Arka Ghosh. "Integrating sustainability into construction project management: Barriers in developing countries." In The 13th international scientific conference “Modern Building Materials, Structures and Techniques”. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/mbmst.2019.122.

Full text
Abstract:
This paper is an attempt to explore the barriers to integrating sustainability into construction project management in developing countries. To this end, a comprehensive review of the literature is conducted, as a result of which a list of 30 barriers is culled from existing studies. The list of barriers is subsequently assessed in terms of relative importance index (RII) through a survey questionnaire administered to Iranian construction industry experts, resulting in a dataset of 176 completed questionnaires. Findings bring to light the most influential barriers to incorporating sustainability in construction projects for a developing country. These were: (1) lack of understanding of the potential selfbenefits of proactivity and high economic risks that unsustainable practices may carry, (2) inadequate assessment of risks and a silo-based approach, namely, insufficient cooperation among practitioners, research institutions and environmental organisations and (3) the lack of a systematic approach to planning and acting for the fulfilment of sustainability goals. As one of the first studies in its kind, the paper offers invaluable insight for researchers, practitioners, and policy makers, in supporting the transition of construction project management practices towards fulfilling sustainable development goals.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Project management techniques"

1

Kokoskie, Greg. A Comparison of Critical Chain Project Management (CCPM) Buffer Sizing Techniques. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada400313.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Lippert, David, Marshall Thompson, and Charles Wienrank. Performance of Interstate Rubblization in Illinois. Illinois Center for Transportation, July 2021. http://dx.doi.org/10.36501/0197-9191/21-005.

Full text
Abstract:
In Illinois, hot-mix asphalt overlaid concrete pavements typically exhibit reflective cracking of joints and cracks from the pavement below, resulting in shortened life and maintenance issues. Over the years, various patching, fabric, and crack and seat techniques were attempted with few positive results. This led to more aggressive techniques to eliminate the slab action of the concrete pavement where the pavement would be broken or rubblized into pieces typically less than 12 inches. Since the first rubblizing project in 1990, policy, procedures, and specifications have evolved to the point that rubblization is the mainstream option in dealing with problematic concrete pavements. This report summarizes the performance of several interstate rubblizing projects in Illinois by analyzing available data in Illinois Department of Transportation’s pavement management system. Condition rating survey data allowed the serviceability of these projects to be evaluated by surface mix types and asphalt performance grades. Traffic in the form of 18,000 lb equivalent single axle loads was determined for the projects to evaluate fatigue and rutting as well as compare section performance to the design procedure. The research team reviewed plans, design procedures, and specifications to determine best practices and identify where improvements might be made. Data showed that the use of stone matrix asphalt surface mixtures and mixes using PGXX-28 asphalt binders provides improved performance. Overall, rubblizing has shown good to excellent performance. To provide additional life with improved performance, recommendations include adopting softer asphalt grades, increasing the use of stone matrix asphalt, and improving procedures for protecting culverts.
APA, Harvard, Vancouver, ISO, and other styles
3

Mohammadian, Abolfazl, Amir Bahador Parsa, Homa Taghipour, Amir Davatgari, and Motahare Mohammadi. Best Practice Operation of Reversible Express Lanes for the Kennedy Expressway. Illinois Center for Transportation, September 2021. http://dx.doi.org/10.36501/0197-9191/21-033.

Full text
Abstract:
Reversible lanes in Chicago’s Kennedy Expressway are an available infrastructure that can significantly improve traffic performance; however, a special focus on congestion management is required to improve their operation. This research project aims to evaluate and improve the operation of reversible lanes in the Kennedy Expressway. The Kennedy Expressway is a nearly 18-mile-long freeway in Chicago, Illinois, that connects in the southeast to northwest direction between the West Loop and O’Hare International Airport. There are two approximately 8-mile reversible lanes in the Kennedy Expressway’s median, where I-94 merges into I-90, and there are three entrance gates in each direction of this corridor. The purpose of the reversible lanes is to help the congested direction of the Kennedy Expressway increase its traffic flow and decrease the delay in the whole corridor. Currently, experts in a control location switch the direction of the reversible lanes two to three times per day by observing real-time traffic conditions captured by a traffic surveillance camera. In general, inbound gates are opened and outbound gates are closed around midnight because morning traffic is usually heavier toward the central city neighborhoods. In contrast, evening peak-hour traffic is usually heavier toward the outbound direction, so the direction of the reversible lanes is switched from inbound to outbound around noon. This study evaluates the Kennedy Expressway’s current reversing operation. Different indices are generated for the corridor to measure the reversible lanes’ performance, and a data-driven approach is selected to find the best time to start the operation. Subsequently, real-time and offline instruction for the operation of the reversible lanes is provided through employing deep learning and statistical techniques. In addition, an offline timetable is also provided through an optimization technique. Eventually, integration of the data-driven and optimization techniques results in the best practice operation of the reversible lanes.
APA, Harvard, Vancouver, ISO, and other styles
4

Tarko, Andrew P., Qiming Guo, and Raul Pineda-Mendez. Using Emerging and Extraordinary Data Sources to Improve Traffic Safety. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317283.

Full text
Abstract:
The current safety management program in Indiana uses a method based on aggregate crash data for conditions averaged over several-year periods with consideration of only major roadway features. This approach does not analyze the risk of crashes potentially affected by time-dependent conditions such as traffic control, operations, weather and their interaction with road geometry. With the rapid development of data collection techniques, time-dependent data have emerged, some of which have become available for safety management. This project investigated the feasibility of using emerging and existing data sources to supplement the current safety management practices in Indiana and performed a comprehensive evaluation of the quality of the new data sources and their relevance to traffic safety analysis. In two case studies, time-dependent data were acquired and integrated to estimate their effects on the hourly probability of crash and its severity on two selected types of roads: (1) rural freeways and (2) signalized intersections. The results indicate a considerable connection between hourly traffic volume, average speeds, and weather conditions on the hourly probability of crash and its severity. Although some roadway geometric features were found to affect safety, the lack of turning volume data at intersections led to some counterintuitive results. Improvements have been identified to be implemented in the next phase of the project to eliminate these undesirable results.
APA, Harvard, Vancouver, ISO, and other styles
5

Bell, Gary, and Duncan Bryant. Red River Structure physical model study : bulkhead testing. Engineer Research and Development Center (U.S.), June 2021. http://dx.doi.org/10.21079/11681/40970.

Full text
Abstract:
The US Army Corps of Engineers, St. Paul District, and its non-federal sponsors are designing and constructing a flood risk management project that will reduce the risk of flooding in the Fargo-Moorhead metropolitan area. There is a 30-mile long diversion channel around the west side of the city of Fargo, as well as a staging area that will be formed upstream of a 20-mile long dam (referred to as the Southern Embankment) that collectively includes an earthen embankment with three gated structures: the Diversion Inlet Structure, the Wild Rice River Structure, and the Red River Structure (RRS). A physical model has been constructed and analyzed to assess the hydraulic conditions near and at the RRS for verification of the structure’s flow capacity as well as optimization of design features for the structure. This report describes the modeling techniques and instrumentation used in the investigation and details the evaluation of the forces exerted on the proposed bulkheads during emergency operations for the RRS.
APA, Harvard, Vancouver, ISO, and other styles
6

Lumpkin, Shamsie, Isaac Parrish, Austin Terrell, and Dwayne Accardo. Pain Control: Opioid vs. Nonopioid Analgesia During the Immediate Postoperative Period. University of Tennessee Health Science Center, July 2021. http://dx.doi.org/10.21007/con.dnp.2021.0008.

Full text
Abstract:
Background Opioid analgesia has become the mainstay for acute pain management in the postoperative setting. However, the use of opioid medications comes with significant risks and side effects. Due to increasing numbers of prescriptions to those with chronic pain, opioid medications have become more expensive while becoming less effective due to the buildup of patient tolerance. The idea of opioid-free analgesic techniques has rarely been breached in many hospitals. Emerging research has shown that opioid-sparing approaches have resulted in lower reported pain scores across the board, as well as significant cost reductions to hospitals and insurance agencies. In addition to providing adequate pain relief, the predicted cost burden of an opioid-free or opioid-sparing approach is significantly less than traditional methods. Methods The following groups were considered in our inclusion criteria: those who speak the English language, all races and ethnicities, male or female, home medications, those who are at least 18 years of age and able to provide written informed consent, those undergoing inpatient or same-day surgical procedures. In addition, our scoping review includes the following exclusion criteria: those who are non-English speaking, those who are less than 18 years of age, those who are not undergoing surgical procedures while admitted, those who are unable to provide numeric pain score due to clinical status, those who are unable to provide written informed consent, and those who decline participation in the study. Data was extracted by one reviewer and verified by the remaining two group members. Extraction was divided as equally as possible among the 11 listed references. Discrepancies in data extraction were discussed between the article reviewer, project editor, and group leader. Results We identified nine primary sources addressing the use of ketamine as an alternative to opioid analgesia and post-operative pain control. Our findings indicate a positive correlation between perioperative ketamine administration and postoperative pain control. While this information provides insight on opioid-free analgesia, it also revealed the limited amount of research conducted in this area of practice. The strategies for several of the clinical trials limited ketamine administration to a small niche of patients. The included studies provided evidence for lower pain scores, reductions in opioid consumption, and better patient outcomes. Implications for Nursing Practice Based on the results of the studies’ randomized controlled trials and meta-analyses, the effects of ketamine are shown as an adequate analgesic alternative to opioids postoperatively. The cited resources showed that ketamine can be used as a sole agent, or combined effectively with reduced doses of opioids for multimodal therapy. There were noted limitations in some of the research articles. Not all of the cited studies were able to include definitive evidence of proper blinding techniques or randomization methods. Small sample sizes and the inclusion of specific patient populations identified within several of the studies can skew data in one direction or another; therefore, significant clinical results cannot be generalized to patient populations across the board.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Project management techniques' for particular source types:
Journal articles Dissertations / Theses Books
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!

To the bibliography