Готові списки джерел за темами / Level of maturity of project management

Добірка наукової літератури з теми "Level of maturity of project management"

Автор: Grafiati
Опубліковано: 4 травня 2022
Оновлено: 5 травня 2022

Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями

Оберіть тип джерела:

Ознайомтеся зі списками актуальних статей, книг, дисертацій, тез та інших наукових джерел на тему "Level of maturity of project management".

Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.

Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.

Зміст

  1. Статті в журналах
  2. Дисертації
  3. Книги
  4. Частини книг
  5. Тези доповідей конференцій
  6. Звіти організацій

Статті в журналах з теми "Level of maturity of project management":

1

Galli, Brian J. "Project Management Maturity Models." International Journal of Applied Logistics 8, no. 2 (July 2018): 19–38. http://dx.doi.org/10.4018/ijal.2018070102.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
In today's highly dynamic and rapidly changing business landscape, project constraints are continuously increasing regarding cost, time, level of customer satisfaction, and return on investment. Project-related issues are also increasing due to increased complexity, increased number of stakeholders, and extensive parameters. Recently, the project management community has shown interest in developing methodologies for project management to increase success in business organizations. Several project management models are introduced. In this article, different project management maturity models are analyzed and compared to determine any overlap or discrepancies between them. Moreover, the article aims to reveal the needs for the project to start, and the needs to evolve. The design of new maturity models on both team and organizational levels are used as a roadmap to pursue an organizational project. Finally, this article presents and outlines a uniform maturity model that unifies the best elements of all of the common singular maturity models.
2

Christoph Albrecht, Jan, and Konrad Spang. "Linking the benefits of project management maturity to project complexity." International Journal of Managing Projects in Business 7, no. 2 (April 1, 2014): 285–301. http://dx.doi.org/10.1108/ijmpb-08-2013-0040.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Purpose – The purpose of the research presented in this article is to identify potential influences on an organization-specific “ideal” level of project management maturity by adopting a qualitative, exploratory approach. Design/methodology/approach – In this paper, the results of a multiple qualitative case study, which has been conducted within industrial enterprises from automotive industry and energy sector, are presented. The research methods applied within the case research are qualitative guided interview, document analysis and standardized interview (maturity questionnaire). Findings – The interview data reveal that the complexity of the companies' projects might be a determining factor regarding the “ideal” level of maturity. A comparison of the findings of the case research with a secondary literature review on project complexity showed that particularly those facets of project complexity that affect the interaction of the project participants (project team, client, suppliers) seem to require a certain level of maturity. Originality/value – The idea of an organization-specific “ideal” level of maturity was raised by the developers of project management maturity models (PMMM). It is of interest for professionals due to efficiency reasons. Research literature in the context of PMMM has so far touched on environmental/circumstantial influences on this ideal maturity level only to a slight degree. The results of the qualitative research presented herein mark a contribution to this research gap and allow for quantitative testing.
3

Spalek, Seweryn. "Does investment in project management pay off?" Industrial Management & Data Systems 114, no. 5 (June 3, 2014): 832–56. http://dx.doi.org/10.1108/imds-10-2013-0447.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Purpose – There is a significant knowledge gap in the common understanding regarding the value that investment leading to an increase in project management maturity brings to the organisation. The purpose of this paper is to narrow this gap by investigating the relationship between an increase in the project management maturity level and the project's performance. Additionally, it advocates the investment roadmap approach. Design/methodology/approach – This study is part of a worldwide research initiative into maturity in project management covering 447 global companies. For this purpose, survey data from experts from 194 select companies was analysed. Findings – The cost of forthcoming projects depends on the level of maturity of project management and type of industry. Research limitations/implications – The study is limited to three different industries (machinery, construction and information technology) and by the method of assessing their future project costs. New research directions are suggested. Practical implications – The results of the study should help companies in allocating limited resources appropriately using the proposed roadmap. Social implications – An increase in project management maturity can be achieved through different investment methods. This will benefit society as well. Originality/value – The paper focuses on global companies dealing in machinery. The area has not been explored sufficiently from the project management perspective. It discusses the relationship between an increase in maturity and future project costs in three industries: machinery, construction and information technology. The paper suggests practical guidelines for project management and sequences in proper investments when resources are limited.
4

Jelonek, Dorota, Joanna Nowakowska-Grunt, and Leszek Ziora. "The Assessment of Construction Project Management Maturity Level in the Silesian Region in Poland." Advanced Materials Research 1020 (October 2014): 796–802. http://dx.doi.org/10.4028/www.scientific.net/amr.1020.796.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Every construction investment is a project requiring close coordination, the freedom of access to the information, the application of special activity techniques and most of all the high level of maturity of construction project management. Findings of research conducted in different areas of project management confirm that the assurance of high level of project management maturity conditions the achievement of project's success. The higher level of maturity means the greater degree of capability to manage a construction project. The aim of the article is verification of the following hypotheses: H1: Polish construction companies in a small extent use integrated management of construction project. H2: The highest maturity of construction project management appears in knowledge areas connected with cost management and time management H3: The lowest maturity of construction project management appears in the areas of knowledge connected with risk management and communication management. The study reported in this article was conducted during 2013 year in the construction sector. The survey method was applied in research process. The research embraced 23 construction companies. The respondents are managers of the highest and medium level of management in construction companies. The respondents indicated one out of five maturity levels for selected nine knowledge areas: Level 1: „Initial”, Level 2 “Evolving”, Level 3 “Perfecting, Level 4 “Accomplished” and Level 5 “Optimizing”. Based on the results of an analysis into the level of maturity of project management processes in Polish construction companies, the overall process management maturity indicator for all functions is 3.34. All three hypothesis were verified positively.
5

Bolat, Bersam, Aslı Kuşdemir, İpek Ceren Uslu, and Gül Tekin Temur. "An Assessment for IT Project Maturity Levels." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 1–16. http://dx.doi.org/10.4018/ijitpm.2017040101.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
The statistical assessments point out that approximately half of information technology (IT) projects cannot provide basic necessities and a quarter of them fail. Therefore, the necessity of effective project management tools to enhance the project management practices increases day by day. “Project management maturity model” as one of these tools is attached more importance in IT firms. This study aims to present a framework for IT project maturity level measurement and indicate how project management maturity level differs in terms of firm characteristics. Within the scope of the research, Kerzner's Hexagon of Excellence is extended with additional questions related with firm characteristics, and a case study including 16 firms from Istanbul Technical University (ITU) ARI Techno Park is conducted. In the light of responses, (1) problems which are realized in the project management processes revealed out, (2) relation between firm characteristics and project management skills are discussed and (3) results are interpreted in order to provide managerial insights.
6

Pennypacker, James S., and Kevin P. Grant. "Project Management Maturity: An Industry Benchmark." Project Management Journal 34, no. 1 (March 2003): 4–11. http://dx.doi.org/10.1177/875697280303400102.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
The project management community is currently investing substantially in the development of viable methods to assess and improve project management maturity. This investment often drives a corresponding need to monitor progress—internally and with respect to other similar organizations. To support this need, this research provides a cross-industry benchmark of project management maturity. Based on a survey of 123 firms, this research determined that nearly 67% of the organizations are currently at an overall project management maturity of level 2 (out of 5) or below. Additionally, the research concludes the level of project management maturity is statistically consistent between industries and among companies of varying size.
7

Hu, Wen Fa, Da Wei Li, and Rong Hu. "Three-Dimensional Complex Construction Project Management Maturity Model: Case Study of 2010 Shanghai Expo." Applied Mechanics and Materials 209-211 (October 2012): 1363–69. http://dx.doi.org/10.4028/www.scientific.net/amm.209-211.1363.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
The increasing complexity of construction projects as a common trend has had a significant impact on management maturity assessment and improvement for the project participating units, especially for the owners’ Project Management Office (PMO). While most maturity models are rationalistic, this paper presents a practical complex construction project management maturity model based on project management three-dimensional perspective. Integrating Organizational Project Management Maturity Model (OPM3) and Best Practices (BPs) derived from 2010 Shanghai Expo practice, this case-based maturity model is constituted by three sub-models: PBS Maturity, Process Maturity and Organization System Maturity. The model uses structured questionnaire consisting of BPs to implement assessment. The proportion of BPs achieved is considered as the maturity level of assessment objectives. Shanghai Expo AB Area is used to test the validity of the model. The result shows that owners’ PMO can assess and improve their project management maturity with the model effectively.
8

Heravi, Gholamreza, and Ashkan Gholami. "The Influence of Project Risk Management Maturity and Organizational Learning on the Success of Power Plant Construction Projects." Project Management Journal 49, no. 5 (August 7, 2018): 22–37. http://dx.doi.org/10.1177/8756972818786661.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Project risk management maturity measures how effective risk management processes are implemented by performing organizations aimed at meeting project objectives. Organizational learning from repetitive projects may assist performing organizations deliver successful projects. The purpose of this research is to measure the influence of project risk management maturity and organizational learning on the cost, time, and quality of a power plant construction project. In the studied projects, improving organizational learning led to enhancement of all success criteria, especially the cost and quality criteria. Success criteria trends have shown that the influence of organizational learning on improving project performance is more than the influence of the level of project risk management maturity.
9

Magano, José, Cláudia Sousa Silva, and Micaela Martins. "Project Management in the Biotech Context: Exploring the Interrelation between Maturity and Sustainable Project Management." Sustainability 13, no. 21 (November 2, 2021): 12090. http://dx.doi.org/10.3390/su132112090.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Biotechnology is an emerging and increasingly important sector in the current context. As the number of biotech projects grows, so does the need to establish processes to improve project management effectiveness and project success, including assessing their impacts (positive and negative) on the Sustainable Development Goal (SDGs). This broader approach opens the door to developing a new project management (PM) paradigm designated by sustainable project management (SPM). However, there is a need for more empirical studies to understand how sustainability can be integrated into project management. This research is based on the proposition that PM maturity could lead to incorporating sustainability in PM. No research studies are reported in the literature exploring this interrelationship between maturity and sustainable project management; such is this study’s purpose and originality. The study applies Kerzner’s Level 3 PM maturity model on a sample of 96 biotech companies in Portugal through a questionnaire that addressed project managers and team members. The findings suggest that the process of integrating sustainability into PM should follow these steps: (1) perform an early PM maturity diagnosis to identify the company’s most and least dominated areas; (2) identify the strengths and weaknesses that impact the integration of sustainability into project management practices; (3) develop a customized and adjusted action plan to integrate sustainability in PM. The study’s main contribution relies on understanding how sustainability can be integrated into project management, explaining the role of maturity assessment in this process. In addition, it characterizes the biotech industry projects concerning the linkage between PM maturity and sustainability and provides recommendations that may contribute to the companies’ development towards sustainable project management.
10

Gilbert, David, Holger Fischer, and Dirk Röder. "UX at the Right Level." i-com 20, no. 1 (April 1, 2021): 105–13. http://dx.doi.org/10.1515/icom-2020-0029.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Abstract Usability and user experience maturity models are used to evaluate the capabilities of an organization in order to provide an assessment of their ability to develop usable products. But, as the main focus of such models is on an all-encompassing organizational level, they are difficult to implement in more complex organizations with a wide range of diverse and interlinked projects. This paper presents a project related UX maturity model, which was developed at DB Systel to address this issue: the PUXMM. It takes into account the nested internal customer relationships between departments and subcontractors and applies a human-centered design approach. There are two practical application scenarios for the PUXMM. It can be used to determine the UX maturity level of an ongoing project and as checklist to align a project to a desired maturity level from the outset.
Більше джерел
Також вас можуть зацікавити розширені добірки на тему "Level of maturity of project management" для конкретних типів джерел:
Статті в журналах Дисертації Книги

Дисертації з теми "Level of maturity of project management":

1

Beset, Doğan Arda Günaydın Murat. "A model for assesing project management maturity level of architectural design offices (ARCH-PMM)/." [s.l.]: [s.n.], 2007. http://library.iyte.edu.tr/tezlerengelli/doktora/mimarlik/T000666.pdf.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
2

Sargent, Walter H. "Strategies to Improve Project Management Maturity Processes." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3003.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Information technology organizations lose significant competitive value when business leaders fail to use project management maturity (PMM) processes that enhance market delivery, reduce costs, and increase profitability. Using a multiple-case study, the researcher explored strategies that project leaders have used to improve PMM processes and expanded upon Kerzner's PMM model, which comprises 5 PMM levels essential for achieving repeatable project success. The researcher selected 20 project leader participants in the Southeastern region of the United States using a purposeful snowball sampling technique. In depth interviews were combined with archival and document exploration using a multiple-case study design where different types of project offices were cross compared as the unit of analysis including governmental, corporate, nonprofit, and not-for-profit organizations. Thematic analysis and cross-case analysis revealed 6 major strategies to improve PMM processes: project leader development, customer focus, standard methodology development, interactive communication, establishing a project office organizational structure, and practicing continuous process improvement. The implications for positive social change include the potential to provide small businesses and marginally-resourced organizations, such as churches and charitable organizations, with a beneficial value that contributes to positive economic activity in the local communities they support. The results are important because they extend constrained resources and organizational buying power for deliverables required by the recipient of the altruistic act.
3

Petersen, Mervyn. "Improving outage process maturity level using a process maturity model." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2561.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Thesis (MTech (Quality (Engineering)))--Cape Peninsula University of Technology, 2016.
The research study establishes the maturity level of the outage process of the Outage Management Department at Eskom. The outage process started in 2012 to contribute to the effective planning and execution of outages. The successful completion of outages depends on effective planning and execution of an outage. At the time of the research study, poor outage performance at Eskom’s power stations contributed to load shedding of electricity in South Africa. The research problem statement reads as follows: The absence of an outage process maturity indicator diminishes the ability of the Outage Management Department (OMD) to comprehend the current process maturity level. The research question: Will the Outage Management Department be able to identify improvement opportunities if the maturity level of the outage process is established? iv The key research objectives are: • To consider how process maturity enables improvement. • To identify critical elements in an outage process. • To determine what is included in outage planning, control and improvement. • To identify a suitable process maturity model. • To identify a measurement instrument to determine the maturity level of Eskom’s outage process The research study uses a descriptive research design and applies the survey research method. Greener and Martelli’s (2015: Online) Business Research Process (Sources: Greener & Martelli, 2015: Online) is used together with Farooq’s Research Steps for Survey Research (2015, Online). The survey questionnaire adopted from Smith’s Maintenance Planning and Scheduling Maturity Matrix (2013: Online) was used to develop the survey questionnaire. The author developed the Outage Management Maturity Framework by combining Business Process Management Maturity model and a Maintenance Planning and Scheduling Maturity Matrix. The research finding is that a process maturity model can determine the maturity level of the outage process and is useful as a process improvement tool. The research findings rank the maturity level of the outage process at Level 2, Experimenting.
4

Isaacs, Dinesh. "The impact of project maturity on project performance in the Cape Metropole." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2792.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.
Organisations in both private and public sector have embraced Project Management as the ideal means of managing projects with the hopes of ensuring that they deliver their intended benefit. Projects have therefore become particularly prominent within the public sector including Municipalities, as a means of fulfilling developmental goals and delivering services. This has resulted in organisations investing considerable resources to ensure that they build the capacity needed to effectively manage projects. This investment usually takes the form of training and development of project managers or adopting and implementing project management methodologies with clear processes that guide how projects are managed. Within academia there has also been a broad spectrum of research devoted to the field of project management. A major focus area of project management research has been to determine the value of Project Management by measuring aspects of an organization’s project management performance and how best they can improve it to ensure project success. However, despite the advances in Project research and the practice of project management, organisations continue to face low project success rates. Findings from previous research has found that project management is very context specific and that there is not a ‘one size fits all’ when it comes to implementing project management practices. Therefore, organisations should be tailoring their project management approach to best suit their unique needs. This study has therefore chosen to evaluate project management performance within Municipalities in the Western Cape Province, South Africa. The aim of which was to find how best municipalities can improve their current performance and ensure project success. The rationale for this research is further supported by evidence which indicates that project management within the public sector is generally less developed than in the private sector. In this study a construct was developed to define project management performance consisting of Project Management Maturity, the impact of project teams and effective project partnerships. Project management maturity was analysed adapting a project management maturity model developed by Labuschagne and Marnewick (2008). Project success was defined by five project success criteria that were identified through literature reviews. The success criteria consisted of the completion of a project within time, budget, quality requirements, satisfaction of the public’s needs and ensuring organizational success. A survey questionnaire was developed and distributed to 108 project managers working within a selected municipal department in South Africa. The results of this research has provided evidence of the link between project management performance and project success within municipalities. These findings provide insights on which aspects of their project management practice a municipality should focus on and develop to maximise project success. In addition, the research also contributes to a deeper insight into the application, benefits and pitfalls of project management maturity models.
5

Vergopia, Catherine. "PROJECT REVIEW MATURITY AND PROJECT PERFORMANCE: AN EMPIRICAL CASE STUDY." Doctoral diss., Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002401.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
6

Machite, Kennedy. "The maturity of project management in engineering consulting firms." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/18409.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
With a considerable number of built environment projects not being completed successfully, this study was undertaken to investigate how effectively consulting engineering firms are applying project management principles in the way they manage projects. This was achieved by measuring the project management maturity levels of consulting engineering firms. Maturity levels were measured for each of the ten knowledge areas of the Project Management Institute’s Project Management Body of Knowledge to determine areas where consulting engineering firms perform below expectation and as a result determine probable causes of project failures. The maturity of the firm was then calculated as the average of the maturity for the knowledge areas. The study found that consulting engineering firms have higher levels of project management maturity than the average for the construction and civil engineering sector. Apart from risk and procurement management, all the other knowledge areas have higher maturity levels than the corresponding construction and civil engineering knowledge areas. Although the overall maturity results indicate that the larger firms are more mature in their project management practices than the smaller firms, the individual knowledge areas are inconsistent. The study reveals that consulting engineering firms are weakest in the risk management, human resources and stakeholder management knowledge areas. There is limited literature available on the status of project management, project management methodologies, and performance of consulting projects in the engineering environment (Labuschagne & Steyn, 2010:70). There is need for future studies to establish a methodology developed specifically for the Consulting Engineering Firms in line with what Labuschagne & Steyn (2010) started and a Project Management Maturity Model specific to the Consulting Engineering Industry.
7

Dahmann, Franz-Dietmar. "Correlation between quality management metric and people capability maturity model." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03sep%5FDahmann.pdf.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, September 2003.
Thesis advisor(s): John Osmundson, J. Bret Michael. Includes bibliographical references (p. 83-84). Also available online.
8

Sánchez, Garzón Felipe. "Supporting the transformation of a company's project management by elaborating an invariant-based project management maturity model and a causal predictive model between maturity criteria and project performance." Thesis, Université de Lorraine, 2019. http://www.theses.fr/2019LORR0245.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Cette thèse CIFRE, réalisée au sein de SOPRA STERIA, apporte une contribution sur l’élaboration d’un modèle causal entre la maturité de la gestion de projet et les performances du projet et propose une méthodologie pour construire une architecture d'un système de prévision des performances d’un projet. Pour élaborer une telle architecture, il nous a fallu définir des modèles décrivant de façon rigoureuse et abstraite ce qu’est la maturité de la gestion de projet et une méthode explicitant la relation causale entre cette maturité et les performances des projets, notamment la réduction du risque de surcoûts. Nos travaux se déclinent dans les contributions suivantes : - Proposition d’un modèle de maturité pour l’évaluation de la maturité de la gestion de projet, plus abstrait et concis que ceux qui existent. - Application du modèle proposé dans le contexte de l’Industrie 4.0 (gestion de projet agile). Nous avons utilisé ce modèle pour développer une méthodologie permettant de passer de la gestion de projet classique à la gestion de projet agile. - Choix d’une technique de modélisation causale, dans le champ de l’Intelligence Artificielle, adaptée au domaine du management de projet. - Proposition d’une méthode pour construire un modèle de réseaux bayésiens permettant d’expliciter le lien entre maturité de gestion de projet et risque de surcoût. Nos propositions ont été validées à partir de l’expertise de consultants et de données issues de grands projets d’ingénierie. Des travaux futurs pourront porter sur l’adaptation du modèle à d’autres types de projets et sur la prise en compte des compétences métiers
This thesis, performed in collaboration with the company SOPRA STERIA, proposes the architecture of a system for predicting the performance of a project. To develop such an architecture, we defined what project management maturity is in a rigorous and abstract way. Then we develop a methodology to create models that explain the causal relationship between project management maturity and the operational performance of projects, specifically the predicting cost overrun risks in engineering projects. Our work has the following contributions: - Proposal of a maturity model for project management evaluation more abstract and concise than the existing ones - Application of the proposed model to projects in the specific industrial environment (agile project management). We used that model to develop a methodology to move from classical project management to agile project management. - Choice of a causal modeling technique, in the field of Artificial Intelligence, adapted to the world of project management. - Proposal of a methodology to clarify the link between project management maturity and cost overrun risks in engineering projects. Our proposals were validated on the expertise of consultants and data from large engineering projects. Nevertheless, our methodology and models are general enough to go beyond the strict framework of these sectors
9

Denbu, Wilhelmsson Felicia, and Malin Eriksson. "Enterprise Search Management Maturity : - A model for the assessment of an organization’s maturity level within enterprise search management." Thesis, KTH, Industriell Management, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-127020.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
As organizations grow larger, so does the information base of the organization, and the need to findimportant information increases along with it. However, many organizations are neglecting theimportance of information. Enterprise search lets users search for information in multiple informationrepositories from one single application, without having to know where the information resides. The focalfirm of this research, Findwise AB, is a Swedish IT consultancy firm specialized in delivering searchsolutions to its customers. It has been shown that not many organizations have a strategy for their internalwork with enterprise search. Therefore, Findwise wants to be able to deliver enterprise search strategies toits customers. Such a strategy would facilitate the customers’ development of their internal enterprisesearch management. However, this requires the ability to define an organization’s current and future statewith regard to enterprise search management, something that, up until now has not been possible.Therefore, the purpose of this study was to develop an enterprise search management maturity (ESMM)model, which Findwise’s consultants can use for assessing an organization’s current state, as well aspossible future state within enterprise search management. Through an extensive literature study, incombination with an empirical study consisting of a questionnaire and semi-structured interviews, theESMM model was developed. The themes of the identified maturity levels of enterprise searchmanagement are; knowledge, management, priority, standardization, and sustainability. It is concludedthat the parameters to evaluate on each of these maturity levels are the three parameters information,technology, and user. Each of these parameters consists of three specific factors to evaluate, providingguidelines for what to look at in an assessment. This will enable Findwise to define an organization’scurrent and future state within enterprise search management, as well as enable organizations to gain themost benefit out of their enterprise search solution.
När organisationer växer ökar även deras interna informationsmängd. I takt med detta, ökar även behovetav att finna relevant information inom organisationen. Tyvärr är detta något som ofta försummas avdagens organisationer. Enterprise search är en sökapplikation som möjliggör sökning i flera olikainformationskällor från endast en applikation. Detta innebär att istället för att söka igenom olikainformationskällor via separata sökfunktioner, behöver användare av en enterprise search-lösning endastgöra en enda sökning. Findwise AB är ett svenskt IT-konsultbolag som är specialiserade på att utvecklasådana enterprise search-lösningar. Ett stort problem är att organisationer ofta saknar ett konkretarbetssätt och en strategi för enterprise search. Detta leder till att det blir mycket svårt att dels realiseravärdet av söklösningen, men även till svårigheter med att definiera hur det interna arbetet kringsöklösningen bör se ut. På grund av detta vill Findwise kunna erbjuda sina kunder enterprise searchstrategier.En sådan strategi skulle underlätta kunders interna utveckling av styrprocesser för enterprisesearch. Detta kräver dock förmågan att definiera en organisations nuvarande och framtida tillstånd medavseende på styrningen av enterprise search, något som fram tills nu ej har varit möjligt. Således varsyftet med detta arbete att ta fram en mognadsmodell för utvärdering av styrprocesser för enterprisesearch. Denna mognadsmodell ska bistå Findwise-konsulter med ett verktyg för att definiera vilkenmognadsnivå en organisation befinner sig på i dagsläget, men även se var man vill befinna sig iframtiden. Från denna utvärdering kan sedan de aktiviteter identifieras, som behöver utföras för att uppnåett framtida mål och skapa en strategi för enterprise search. Denna rapport beskriver utvecklandet av ensådan mognadsmodell för styrning av enterprise search. Modellen utvecklades genom en kvalitativfallstudie på Findwise AB, där resultat från en enkät och semistrukturerade intervjuer utgör grunden förstudien. Fakta och diverse koncept har även grundats i teori. Resultatet blev en mognadsmodell beståendeav fem olika mognadsnivåer: kunskap, hantering, prioritering, standardisering och hållbarhet. Dessaanvänds för att utvärdera mognaden inom tre huvudområden av enterprise search: information, teknik ochanvändare. Inom varje område är tre olika faktorer identifierade, som bidrar med riktlinjer för vad manbör titta på vid en utvärdering av enterprise search. Modellen möjliggör för Findwise att kunna definieraen organisations nuvarande- och framtida tillstånd med avseende på styrning av enterpris search. Dessutom skulle en sådan modell möjliggöra för organisationer att få maximalt utbyte av sin enterprisesearch-lösning.
10

Ngonda, Virginia Shahida. "A correlational study of project management maturity and project managers’ attributes and influence in South Africa." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2720.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.
The purpose of the study reported in this dissertation was to establish if there is a relationship between project managers’ attributes and their organisations’ project management maturity. To achieve this, the study evaluated the existence of relationships between the project managers’ power, project managers’ technical expertise, and project managers’ project management experience and their organisations’ project management maturity. The study was based on a survey of self-identified project managers in South Africa. Data was collected using a self-administered questionnaire of 306 respondents from 1500 invitations to members of a project management association. The collected data was edited and descriptively and inferentially analysed using a commercial statistics package. From the descriptive analysis, the study found that South African organisations are responsive to changes in project resources, are benchmarking the capability, are becoming aware of the importance of project management as a strategic enabler and are embracing a project culture within their operations. From the inferential analysis, the study found that project managers’ power and project managers’ technical expertise have a weak have a weak positive correlation with organizational project management maturity The study contributes to knowledge on project management maturity by showing that project managers, particularly the power that they have and their technical expertise, cannot be ignored in initiatives that organisations embark on to improve their project management maturity.
Більше джерел

Книги з теми "Level of maturity of project management":

1

Crawford, J. Kent. Project management maturity model. 2nd ed. Boca Raton, FL: Auerbach Publications, 2007.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
2

Crawford, J. Kent. Project management maturity model. Boca Raton, FL: CRC Press, Taylor & Francis Group, 2015.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
3

Kerzner, Harold. Strategic Planning for Project Management Using a Project Management Maturity Model. New York: John Wiley & Sons, Ltd., 2002.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
4

Crawford, J. Kent. Project management maturity model: Providing a proven path to project management exellence. New York: Marcel Dekker, 2002.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
5

Project Management Institute. Organizational project management maturity model (OPM3): Knowledge foundation. 2nd ed. Newtown Square, Pa: Project Management Institute, 2008.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
6

Kerzner, Harold. Using the Project Management Maturity Model, Third Edition. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119559078.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
7

Hopkinson, Martin. The project risk maturity model: Measuring and improving risk management capability. Farnham, Surrey, England: Gower, 2011.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
8

Clarke, Terence. A middle management project at department level. [s.l: The Author], 1992.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
9

Persse, James R. Implementing the capability maturity model. New York: John Wiley & Sons, 2001.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
10

Walesh, S. G. Engineering your future: Launching a successful entry-level technical career in today's business environment. Englewood Cliffs, N.J: PTR Prentice Hall, 1995.

Знайти повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Більше джерел

Частини книг з теми "Level of maturity of project management":

1

Pang, Yucheng. "Evaluation Research of the Maturity Level of the Organizational Project Management of Supervision Enterprise in Transition Period." In Proceedings of the 17th International Symposium on Advancement of Construction Management and Real Estate, 551–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35548-6_56.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
2

Corrigan, Mark Jonathan, John Andrew van der Poll, and Emmanuel Samuel Mtsweni. "The Project Management Information System as Enabler for ICT4D Achievement at Capability Maturity Level 2 and Above." In Locally Relevant ICT Research, 295–310. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11235-6_19.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
3

Richardson, Gary L., and Brad M. Jackson. "Organizational Maturity." In Project Management Theory and Practice, 499–515. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-41.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
4

Cooke-Davies, Terry. "Project Management Maturity Models." In The Wiley Guide to Managing Projects, 1234–55. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2007. http://dx.doi.org/10.1002/9780470172391.ch49.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
5

Knapp, Michael. "Governance and Organisation Project Maturity." In Management for Professionals, 89–110. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7838-5_3.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
6

Shahin, M. Y. "Project-Level Management." In Pavement Management for Airports, Roads, and Parking Lots, 180–223. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4757-2287-1_10.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
7

Zea Restrepo, Claudia María, Diego E. Leal-Fonseca, María-Antonia Arango Salinas, and Laura Hernandez-Velez. "A Covid-19 Response with Years in the Making: The Contribution of EAFIT University to Basic and Secondary Education in Colombia During the Pandemic." In Knowledge Studies in Higher Education, 99–110. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-82159-3_6.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
AbstractDuring the health emergency generated by Covid-19, EAFIT University has worked closely with the National Ministry of Education (MoE) and its Vice-Ministry of Preschool, Basic and Secondary Education, providing ideas and guidelines to 96 certified Secretaries of Education (In Colombia, Secretaries of Education are responsible for managing resources and activities for the educational sector at the province and municipality level. Province governments coordinate educational service in all their municipalities except those over 100,000 inhabitants, which can apply to be certified and become autonomous in the management of their resources) in Colombia and strengthening their capacities to autonomously address the emergency in educational institutions. This work includes the development of a national project focused on collectively defining the actions needed for the successful return to academic activities.This experience is derived from the development, since 2012, of the UbiTAG (The name UbiTAG derives from “ubiquitous learning,” followed by tecnología–aprendizaje–gestión (“technology”–“learning”–“management”). The label was introduced in Zea et al. (2012)) model, a holistic approach to digital maturity and change management in schools that has been implemented through ongoing long-term projects in the Itagüí municipality (24 schools) and the Bogotá Capital District (383 schools). This case study will focus on the work that EAFIT has been doing during the emergency, supporting both the MoE and specific Secretaries of Education. In addition, the case will describe some aspects of the UbiTAG model that have helped to address the educational communities’ current challenges.
8

Zea Restrepo, Claudia María, Diego E. Leal-Fonseca, María-Antonia Arango Salinas, and Laura Hernandez-Velez. "A Covid-19 Response with Years in the Making: The Contribution of EAFIT University to Basic and Secondary Education in Colombia During the Pandemic." In Knowledge Studies in Higher Education, 99–110. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-82159-3_6.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
AbstractDuring the health emergency generated by Covid-19, EAFIT University has worked closely with the National Ministry of Education (MoE) and its Vice-Ministry of Preschool, Basic and Secondary Education, providing ideas and guidelines to 96 certified Secretaries of Education (In Colombia, Secretaries of Education are responsible for managing resources and activities for the educational sector at the province and municipality level. Province governments coordinate educational service in all their municipalities except those over 100,000 inhabitants, which can apply to be certified and become autonomous in the management of their resources) in Colombia and strengthening their capacities to autonomously address the emergency in educational institutions. This work includes the development of a national project focused on collectively defining the actions needed for the successful return to academic activities.This experience is derived from the development, since 2012, of the UbiTAG (The name UbiTAG derives from “ubiquitous learning,” followed by tecnología–aprendizaje–gestión (“technology”–“learning”–“management”). The label was introduced in Zea et al. (2012)) model, a holistic approach to digital maturity and change management in schools that has been implemented through ongoing long-term projects in the Itagüí municipality (24 schools) and the Bogotá Capital District (383 schools). This case study will focus on the work that EAFIT has been doing during the emergency, supporting both the MoE and specific Secretaries of Education. In addition, the case will describe some aspects of the UbiTAG model that have helped to address the educational communities’ current challenges.
9

Gomes, Jorge, and Mário Romão. "Maturity, Benefits and Project Management Shaping Project Success." In New Contributions in Information Systems and Technologies, 435–48. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16486-1_43.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
10

"Definitions of Maturity Levels." In Project Management Maturity Model, 42–45. Auerbach Publications, 2014. http://dx.doi.org/10.1201/b17643-5.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.

Тези доповідей конференцій з теми "Level of maturity of project management":

1

Apenko, Svetlana, and Yulia Fomina. "MATURITY LEVEL OF SUSTAINABLE PROJECT MANAGEMENT IN RUSSIAN ENTERPRISES." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.75.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
The aim of the paper is to develop and test a new methodology for assessing the level of maturity of sustainable (green) project management at Russian enterprises, as well as establish the existing level of maturity and justify ways to improve it. The research was carried out using a methodology based on the developments of the international association for green project management Global organization “Green Project Management”. Given methodology is characterized by the addition of the institutional module of sustainability and indicators of motivational readiness for the implementation of sustainability. The methodology was tested at 81 enterprises in 12 regions of Russia using the method of online questioning of experts.
2

Sukhoo, Aneerav, Andries Barnard, Mariki M. Eloff, and John A. Van der Poll. "An Assessment of Software Project Management Maturity in Mauritius." In InSITE 2005: Informing Science + IT Education Conference. Informing Science Institute, 2005. http://dx.doi.org/10.28945/2922.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
It is sometimes very difficult for an organization to adopt a specific software project management methodology in a short space of time. It requires sufficient time, adequate financial support and skilled human resources in order to start with a comprehensive methodology. It is, however, often more appropriate to use a maturity model so as to progress from one maturity level to the next. Assessment of the maturity level of an organization provides a good benchmark to rate the success of its operations. One such exercise was carried out in South Africa in 2003, and the overall average project management maturity was found to be 2.92 (Sonnekus & Labuschagne, 2004) on a scale of 1 to 5. The maturity level was found to be closely linked to the success rate of projects. In this paper we report on a similar exercise conducted in Mauritius regarding the maturity level of software development projects. The average maturity of software development companies in Mauritius can provide a useful indication of, among others, the current status of software project management with a view of bringing about improvement in this sector. Given that Mauritian software development companies are making use of European/Western software project management methodologies, this study has been carried out and a preliminary attempt was made to also assess their ability to deal with factors related to cultural, social, economic and political situation within the local context. These factors, when incorporated into existing project management methodologies, can bridge the gap between developing and developed countries and also contribute towards the globalization of software project management.
3

Rafsanjani, Akhmal Muammar Dwiki, Devi Pratami, Achmad Fuad Bay, and Ageak Raporte Bermano. "Measurement of Project Risk Management Maturity Level using Project Management Maturity Model (PMMM): Case Research a Telecommunication Company in Indonesia." In International Conference on Industrial Technology. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0009405900760083.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
4

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
5

Maranhão, Robson, Marcelo Marinho, and Hermano De Moura. "Model for Assessing the Maturity Level of the Information Security Risk Management Process." In XIV Simpósio Brasileiro de Qualidade de Software. Sociedade Brasileira de Computação - SBC, 2015. http://dx.doi.org/10.5753/sbqs.2015.15210.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Nowadays, innovation is one of the keys to success in organization and project management has become an important way to improve it. Innovative Software Projects (ISP) have a high level of uncertainty andcomplexity, so we need a specific approach to manage those threats. This paper presents a systematic literature review of Innovative Software Project Management (ISPM), helping to identify the factors that affect ISP and their management such as tools, techniques, processes, practices, organizational capabilities and IT assets; and how managers can prepare themselves for the challenges of their innovative projects. This paper aims to contribute to the improvement and success of project management in organizations.
6

Sukhoo, Aneerav, Andries Barnard, Mariki Eloff, and John Andrew van der Poll. "An Evolutionary Software Project Management Maturity Model for Mauritius." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3158.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi & Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mauritius is faced with a shortage in skilled professionals. So far, few organisations in Mauritius have been found to be using software project management methodologies developed in Western/European countries. Most maturity models, for example Capability Maturity Model Integration (CMMI) and Kerzner’s maturity model, have five maturity levels. The trend is towards the development of maturity models that have fewer maturity levels. For example, the Organisational Project Management Maturity Model (OPM3) and Prince 2 Maturity Model have been developed with three maturity levels.
7

Ueno, Shiro, Kazuhisa Mitsuda, Kazuyuki Miho, Hideki Kato, Kakeru Tokunaga, Shota Iwabuchi, Ryo Sugimoto, Hiroki Bingo, and Masaaki Mokuno. "Utilization of concept maturity levels in the ISAS/JAXA space science program." In Modeling, Systems Engineering, and Project Management for Astronomy IX, edited by George Z. Angeli and Philippe Dierickx. SPIE, 2020. http://dx.doi.org/10.1117/12.2560877.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
8

Permana, Vicky, Yudho Giri Sucahyo, and Arfive Gandhi. "Measuring information technology project management maturity level: A case study from a project based organization in Indonesia." In 2017 International Conference on Information Technology Systems and Innovation (ICITSI). IEEE, 2017. http://dx.doi.org/10.1109/icitsi.2017.8267968.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
9

Henriques, Vaughan, and Maureen Tanner. "Assessing the Association between Agile Maturity Model Levels and Perceived Project Success." In InSITE 2020: Informing Science + IT Education Conferences: Online. Informing Science Institute, 2020. http://dx.doi.org/10.28945/4519.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Aim/Purpose: Given the underlying philosophy of the agile manifesto, this study investigates whether an increase in agile maturity is associated with improved perceived project success. Background: The underlying philosophy of the agile manifesto is embodied in principle one which promotes the continuous delivery of software that is deemed valuable by the customer, while principle twelve encourages continual improvement of the delivery process. This constant improvement, or maturity, is not a concept unique to agile methods and is commonly referred to as a maturity model. The most common of maturity model is the Capability Maturity Model Integrated (CMMI). However, research consensus indicates CMMI might not fully be compatible with agile implementation, specifically at higher levels of maturity without sacrificing agility. Agile maturity models (AMM), which are aligned to agile principles encourage continuous improvement while maintaining agility. Methodology: The study employs a conceptual model based on an existing agile maturity model that is related to perceived project success. Using an objectivist perspective, a quantitative method was employed to analyze the results of an online survey of agile practitioners. Contribution: The significant contribution from this research is the validation of the conceptual model relating the activities and maturity levels of the AMM as the independent variables to the dependent variable of perceived project success. Findings: The data analysis found that a significant positive correlation exists between maturity levels and perceived project success. The strongest correlation was found at the highest maturity level, with relatively weaker correlation at the lower levels of maturity. It can thus be concluded that a higher level of maturity in the AMM is positively associated with perceived project success. Recommendations for Practitioners: The study has practical implications in highlighting that performance management, requirements management, regular delivery and customer availability are key areas to focus on to establish and continually improve the success of agile implementations. This study further assists practitioners in systematically identifying the critical agile activities, such as the use of story cards, continuous delivery and the presence of a knowledgeable customer. Recommendation for Researchers: The contributions of this study for academics is the confirmation of the maturity model developed by Patel and Ramachandran (2009a). This study also shows the association between the individual activities within the maturity levels as well as the maturity levels and the perceived project success, addressing a gap in literature relating these concepts. Future Research: It would be useful to replicate this study whilst following a qualitative approach. The study could also be replicated with a sample consisting of agile project customers.
10

Hutabarat, Novalina, Teguh Raharjo, Bob Hardian, Agus Suhanto, and Andi Wahbi. "PMMM Kerzner Questionnaire Validation for Project Management Maturity Level Assessment: One of the Largest Indonesia's State-Owned Banks." In 2021 International Conference on Advanced Computer Science and Information Systems (ICACSIS). IEEE, 2021. http://dx.doi.org/10.1109/icacsis53237.2021.9631325.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.

Звіти організацій з теми "Level of maturity of project management":

1

Main, G. C. Spent nuclear fuel project high-level information management plan. Office of Scientific and Technical Information (OSTI), September 1996. http://dx.doi.org/10.2172/331660.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
2

Burgard, K. G. Tank waste remediation system immobilized high-level waste storage project configuration management implementation plan. Office of Scientific and Technical Information (OSTI), September 1998. http://dx.doi.org/10.2172/362489.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
3

Wecks, M. D. Systems engineering management and implementation plan for Project W-464, immobilized high-level waste storage. Office of Scientific and Technical Information (OSTI), April 1998. http://dx.doi.org/10.2172/353283.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
4

Dhesi, P., J. W. Haggart, and T. Brent. Effective project-level information management: development of a standardized protocol for capturing metadata within the Baffin Bay Basins Project of the GEM-Energy Program. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2014. http://dx.doi.org/10.4095/293327.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
5

BOUNINI, L. Project management plan for low-level mixed waste and greater-than-category 3 waste per tri-party agreement M-91-10. Office of Scientific and Technical Information (OSTI), May 1999. http://dx.doi.org/10.2172/782333.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
6

BOUNINI, L. Project management plan for low-level mixed wastes and greater-than category 3 waste per Tri-Party Agreement M-91-10. Office of Scientific and Technical Information (OSTI), June 1999. http://dx.doi.org/10.2172/782414.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
7

Crowe, B., W. Hansen, R. Waters, M. Sully, and D. Levitt. The consequences of disposal of low-level radioactive waste from the Fernald Environmental Management Project: Report of the DOE/Nevada Independent Panel. Office of Scientific and Technical Information (OSTI), April 1998. http://dx.doi.org/10.2172/663368.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
8

Reed, Dawn, and Gregory Shott. Unreviewed Disposal Question Evaluation: Disposal of the West Valley Demonstration Project Asbestos Contaminated Low-Level Waste Debris at the Area 5 Radioactive Waste Management Site, Nevada National Security Site, Nye County, Nevada. Office of Scientific and Technical Information (OSTI), March 2018. http://dx.doi.org/10.2172/1508168.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
9

Reed, Dawn, and Gregory Shott. UNREVIEWED DISPOSAL QUESTION EVALUATION: Disposal of the West Valley Demonstration Project Asbestos Contaminated Low-Level Waste Debris at the Area 5 Radioactive Waste Management Site, Nevada National Security Site, Nye County, Nevada. Office of Scientific and Technical Information (OSTI), June 2019. http://dx.doi.org/10.2172/1601664.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
10

Watson, Nik, Ahmed Rady, Crispin Coombs, Alicia Parkes, Rob Mos, and Ashkan Ajeer. 21st Century Meat Inspector – Project Report. Food Standards Agency, April 2022. http://dx.doi.org/10.46756/sci.fsa.hup976.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
Анотація:
Poultry is the most widely consumed meat in the UK, and its effective inspection within processing facilities is essential to ensure regulatory compliance. Poultry inspection is performed manually and is extremely challenging due to the short time available to inspect each bird and the sustained level of concentration required. The project focused specifically on post-mortem inspection of poultry, adopting a benefits realisation approach to determine the requirements for any new technologies and ensure that business benefits are delivered to all stakeholders within the poultry chain. This interdisciplinary project included expertise in a variety of complimentary inspection technologies; optical (visual, Near-Infrared, Infrared, Hyperspectral), X-ray and Ultrasonic and IT-enabled benefits realisation management with the Hartree Centre (STFC), a food business operator (referred to throughout as Food Co.) and CSB as project partners.

До бібліографії