Thematische Bibliographien / The project environment

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Auswahl der wissenschaftlichen Literatur zum Thema „The project environment“

Autor: Grafiati

Veröffentlicht am 25. Juni 2021

Zuletzt aktualisiert am 18. Februar 2022

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Zeitschriftenartikel zum Thema "The project environment"

Rongphar, Mohon. „Development Project Affect the Environment of Assam“. International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (30.04.2018): 569–75. http://dx.doi.org/10.31142/ijtsrd10913.

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Kordova, Sigal. „Developing systems thinking in a Project-Based Learning environment“. International Journal of Engineering Education 2, Nr. 1 (15.06.2020): 63–81. http://dx.doi.org/10.14710/ijee.2.1.63-81.

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As science and engineering projects are becoming increasingly more complex, sophisticated, comprehensive and multidisciplinary, there is a growing need for systems thinking skills to ensure successful project management. Systems thinking plays a major role in the initiation, effective management, and in facilitating inter-organizational tasks. This research assesses the capacity for engineering systems thinking and its contribution in carrying out a multidisciplinary project. The research also reviews the cognitive process through which systems thinking skill is acquired. The study focused on a group of students who have completed their senior design projects in high-tech industry, while their plans were being integrated into existing larger projects in the respective industrial sites. The systems thinking skill of the students was examined according to a questionnaire for assessing the Capacity for Engineering Systems Thinking (CEST). Statistical analysis shows significant differences in the students capacity for systems thinking at the beginning and end of the work (p<0.001). This research demonstrates that systems thinking skills can be improved through awareness and involvement in multidisciplinary projects.

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Land, Thomas. „Environment project in Poland“. Nature 355, Nr. 6361 (Februar 1992): 580. http://dx.doi.org/10.1038/355580b0.

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Grindel, Cecelia Gatson, Karen Peterson, Mary Kinneman und Tracy L. Turner. „The Practice Environment Project“. Journal of Nursing Administration 26, Nr. 5 (Mai 1996): 43–51. http://dx.doi.org/10.1097/00005110-199605000-00009.

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ТРИГУБА, Анатолій Миколайович, Андрій Остапович ШАРИБУРА, Петро Васильович ШОЛУДЬКО und Микола Віталійович РУДИНЕЦЬ. „MATCHING CONFIGURATIONS PROJECTS OF COOPERATIVE MILK COLLECTION PROJECT ENVIRONMENT“. Bulletin of NTU "KhPI". Series: Strategic Management, Portfolio, Program and Project Management 7, Nr. 2(1224) (14.03.2017): 84–89. http://dx.doi.org/10.20998/2413-3000.2017.1224.14.

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Handayani, Tri, Lastuti Abubakar und C. Sukmadilaga. „GREEN LOAN BANKS POLICY TO PROVIDE ENVIRONMENT FRIENDLY PROJECT“. Diponegoro Law Review 5, Nr. 2 (30.10.2020): 215–30. http://dx.doi.org/10.14710/dilrev.5.2.2020.215-230.

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Banks have an important role in realizing SDGs, therefore the Bank must continue to develop its products and services to be directed towards sustainable economic activities and not too exploring resources. Based on The Appendix of the President Decree No. 59/2017 the Indonesian government directed the global target of economies inclusive regarding the participation of the financial services sector. The Banks will support the priority economic sectors development such as agriculture, processing industries, and infrastructure, Micro, Small, Medium Enterprises and Energy. Banks can participate by using a green loan policy. This research is a normative legal research, which focuses on examining the application of the rules or norms in positive law. The result is the Banks play a key role in society, banks have purpose to help develop sustainable economies and to empower people to build better futures. When banks will give a credit to those who have a business that has a direct impact to the environment, bank also can be offer a position as a manager of environmental recovery guarantee funds. In other side, Banks can provide green development, in a process of giving credit to the debtor; banks need to pay attention to the business legality of prospective debtors. Banks are required to ensure that prospective customers have a legal business and comply with all relevant laws and regulations.

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Stytz, Martin R., Philip Amburn, Patricia K. Lawlis und Keith Shomper. „Virtual Environments Research in the Air Force Institute of Technology Virtual Environments, 3-D Medical Imaging, and Computer Graphics Laboratory“. Presence: Teleoperators and Virtual Environments 4, Nr. 4 (Januar 1995): 417–30. http://dx.doi.org/10.1162/pres.1995.4.4.417.

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The Air Force Institute of Technology Virtual Environments, 3-D Medical Imaging, and Computer Graphics Laboratory is investigating the 3-D computer graphics, user-interface design, networking protocol, and software architecture aspects of distributed virtual environments. In this paper we describe the research projects that are underway in the laboratory. These projects include the development of an aircraft simulator for a distributed virtual environment, projects for observing, analyzing, and understanding virtual environments, a space virtual environment, a project that incorporates “live” aircraft range data into a distributed virtual environment, a virtual environment application framework, and a project for use in a hospital emergency department. We also discuss the research equipment infrastructure in the laboratory, recent publications, and the educational services we provide.

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Joslin, Robert, und Ralf Müller. „The impact of project methodologies on project success in different project environments“. International Journal of Managing Projects in Business 9, Nr. 2 (04.04.2016): 364–88. http://dx.doi.org/10.1108/ijmpb-03-2015-0025.

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Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

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Lakatosné Szuhai, Györgyi, und József Poór. „Integrating environment economy to project management“. Applied Studies in Agribusiness and Commerce 9, Nr. 4 (30.12.2015): 39–43. http://dx.doi.org/10.19041/apstract/2015/4/5.

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Environmental sustainability is a horizontal issue that appears at all level of economic activities and private life. Due to the increasing complexity of regulations, particularly in case of EU funded developments, all the projects need to meet a lot of criteria on environment protection issues. These activities include the conduction of environmental studies, data collection, future emission estimations, improving social attitude, acquiring necessary permissions and environment friendly equipment and finally all the administrative activities to monitor everything mentioned previousThe project management organization increasingly needs a special expertise to meet all the requirements no matter what is the original scope of the project. The study collects different type of knowledge and expertise to manage environment economic issues during project management on four different categories, such as legal, technical, financial or human. The summary of the different type of knowledge provides logical conclusion on how the project management organization should meet the challenges of climate change in terms of daily work and organizational operations. JEL classification: O22

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Ammerlaan, J. C. J., A. A. van der Maas, J. K. Nienhuis und P. J. A. de Vreede. „DESCRIPTION OF THE ENVIRONMENT PROJECTS, 'ENVIRONMENT-CONSCIOUS CULTIVATION' (ECC) AND 'ENVIRONMENT PROJECT FLORICULTURE' (EPF) IN DUTCH HORTICULTURE“. Acta Horticulturae, Nr. 429 (August 1996): 553–60. http://dx.doi.org/10.17660/actahortic.1996.429.72.

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Dissertationen zum Thema "The project environment"

DeVault, Carol Aline. „Working for the environment: Pathways to environmental careers“. CSUSB ScholarWorks, 2001. https://scholarworks.lib.csusb.edu/etd-project/1909.

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Fifteen professionals in a variety of environmental occupations in the United States were interviewed in a structured, open-ended format. Job profiles were developed from the interviews. The philosophy of these environmental professionals is expressed in their own words and offers insights into influences upon career choice, professional training and personal fulfillment. In addition, environmental related career activity guides were developed to help students and their parents and teachers gain an awareness of the occupations available in this field.

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Schelling, Martin, und Lars Pierling. „Dynamic Capabilities within the Project Management Environment“. Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-100083.

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Dynamic Capabilities is a contemporary popular notion, incorporating the ability to adjust a company’s resources adequately to exploit opportunities, prevent threats and consequently retain competitive advantage. Teece et al. (1997) coined Dynamic Capabilities and triggered a wave of research on the topic. However the notion is still in its infancy through academic disputes, different viewpoints and multiple definitions. Consequently tool, measure and procedures of Dynamic Capabilities are absent. Likewise the research on a project management level is scanty and just recently caught attention amongst scholars. To further tap into this research area, this study aims to analyse how project managers in Bayer AG can, and do, reinforce Dynamic Capabilities within their strategic projects. Nevertheless this is a difficult undertaking and other theories linked to the idea of Dynamic Capabilities were utilized to substitute and support this study. The research is based on the definition of Zollo and Winter (2002) who divides Dynamic Capabilities into three main levels. Learning (level 2) is at the core of the notion and comprises of Knowledge Management activities. Dynamic Capability (level 1) denotes the possibility and flexibility to translate knowledge into practice through the adjustment and re-location of available resources. The final outcome is the adjustment of the operations (level 0) and the modification of on-going processes. However numerous scholars, including this study, exclude level 0 as Dynamic Capabilities and merely see it as the final outcome. To substitute the gaps in theory, support available concepts and extend the view on the levels, other theories such as Knowledge Management and Risk Management are enclosed. Analysis of theory as well as the practical investigation of project managers from Bayer AG, revealed that knowledge exchange is the predominant driver of Dynamic Capabilities. While theory stipulates that IT software should be adequate enough to provide fast and easy access to information, project managers highlight that their main focus is on a culture encouraging personal, honest and open communication. Contradicting the idea of Dynamic Capabilities, a majority of project managers highlight that projects are locked after planning, neglecting change during execution. However, budgets are spaciously calculated providing flexibility to attain further resources when required. Additionally, Bayer provides a large pool of available resources, a culture encouraging communication and freedom of choice to their project managers. Merely detailed feasibility studies, monitoring processes and control mechanism are enforced to ensure successful project completion. The ultimate source of project success is implied to be practical experience. The theory of Dynamic Capabilities has aroused curiosity encouraging for further, deeper research on the topic.

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Lilliesköld, Joakim. „Global project management : developing system solutions in a multi-organizational environment“. Licentiate thesis, KTH, Electrical Systems, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-1487.

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The traditional view of project management is beingchallenged by the globalization of markets, mergers ofinternational companies, and the integration of managerial andbusi-ness processes in global corporations. The development ofInformation Technology and the rapid growth of the Internet hascreated an opportunity to utilize global resources, resultingin new and unique problems within project management researchthat need to be addressed.

This thesis focuses on problems in project managementexperienced by global system suppliers trying to adapt theirbusinesses to the rapid changes of customers needs. Itespe-cially focuses on geographically dispersed organizationsconsisting of several organizations in different countries,with disparate history and corporate culture, developing anddeliver-ing complex systems under the company's name.

In order to identify potential problems faced by globalmulti-organizational companies, especially system supplierswith large research and development (R&D) budgets, aframe-work is suggested. This framework divides the problemsinto three categories: geographi-cal, organizational andcultural. The problems identified in the case studies are thenclassi-fied to these categories. Finally, a description of howthe identified problems can be man-aged is provided when themost important success factors identified in the studies arepresented.

QC 20100512

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Eberhardt, Henrik, und David Lindblom. „A PERSPECTIVE ON PRIORITIZATION IN PROJECT PORTFOLIO ENVIRONMENT“. Thesis, KTH, Industriella informations- och styrsystem, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-81345.

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The overbridging aspect of this interpretative master thesis is the implementation of a project prioritizing strategy. The concept is subdivided into three processes and entities, which could be seen as tools; project management office(PMO), project evaluation and project selection, which in turn are discussed separately. The thesis investigates how the tools impact the prioritizing strategy and why a company must follow a certain prioritizing strategy. The primary focus has been an IS/IT department at a large Swedish industrial company. Results from interviews at the industrial company have been compared to current theory. In order to map best practice methods a benchmarking study has been conducted at an auto manufacturer, medical company and a telecom company. When implementing a prioritizing strategy it is vital to have a project methodology in order to streamline the project management itself. Also, a PMO with a controlling objective should focus on the task of verifying project information quality and thus minimizing the information overflow to the decision makers. To continuously improve the project mythology and minimize the secondary failures, project should be evaluated. Prioritizing process should not only be made in the project selection phase but continuously during portfolio life cycle by comparing project relevance to risk. A prioritizing strategy would not only highlight the most important projects in the organization, but also make sure that they also receive highest support. A vision for a well defined prioritizing strategy is having project that consume more resources for a shortened time frame instead of having projects consuming less resources but for a longer time frame.

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Shearer, Megan Marie. „Tibetan Buddhism and the environment: A case study of environmental sensitivity among Tibetan environmental professionals in Dharamsala, India“. CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2904.

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The purpose of this study was to investigate environmental sensitivity among environmental professionals in a culture that is assumed to hold an ecocentric perspective. Nine Tibetan Buddhist environmental professionals were surveyed in this study. Based on an Environmental Sensitivity Profile Insytrument, an environmental sensitivity profile for a Tibetan Buddhist environmental professional was created from the participants demographic and interview data. The most frequently defined vaqriables were environmental destruction/development, education and role models.

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Naidu, Preneshen. „The relationship between leader-member exchange and project success in a projects environment“. Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64894.

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The world economy has become increasingly reliant on project revenues as a contributor to growth, South Africa has followed this global trend due to limited opportunities and stumbling GDP growth. With the success of projects becoming increasing reliant on the performance of project personnel, there is a need to investigate the relationships that may impact this performance. Therefore, this study explored the relationship that project personnel-project manager interactions and project personnel-project organisation interactions have on project success in a South African projects environment. These relationships were explained by the constructs leader-member exchange, perceived organisational support, affective commitment and discretionary effort. A quantitative study was performed using an internet survey, where project personnel and project managers currently working in a projects environment were considered as valid responses. A total of 181 useable responses were statistically analysed using multiple linear regression to determine if the constructs had a significant predictive relationship with project success. The key findings of the study observed that leader-member exchange, perceived organisational support and affective had a significant predictive relationship with project success. A further outcome was that perceived organisational support had a moderating effect on the relationship between leader-member exchange and project success. These findings confirmed the importance of leader-follower-organisation relationships in a projects environment.
Mini Dissertation (MBA)--University of Pretoria, 2017.
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Gordon Institute of Business Science (GIBS)
MBA
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Mitchell, Gregg Walter. „Environmental education at its best: helping at-risk Latino youth help themselves and our environment“. CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2799.

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The purpose of this project is to help at-risk Latino youth through environmental education programs. An integral aspect of this project included hands-on and interactive experiences at several education sites throughout the State of California. These site visits included the following institutions: Yosemite Institute, Chapman Ranch, Orange County Outdoor Science School, University of Southern California, Wrigley Institute for Environmental Studies, Catalina Island Camps, Camp Oaks, Wildlands Conservancy (Oak Glen), St. James Reserve, and Alvarado-Jensen Ranch.

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Sperlich, Juntana Ginda. „Designing a brain-based learning environment“. CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3216.

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The purpose of this project was to develop a teacher friendly guide that would help teachers not only apply brain-based strategies in the classroom, but also to see results from transforming their classrooms into brain-based learning environments.

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De, Klerk Schalk Willem. „Validating the core problem of project portfolio management in a multi-project environment“. Diss., Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-01022006-233633.

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KRAUSE, WALTHER GALVAO. „PROJECT MANAGEMENT IN DYNAMIC ENVIRONMENT: A STRATEGIC FOCUS“. PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2005. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=7508@1.

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O setor de telecomunicações no Brasil encontra-se em estágio avançado de desenvolvimento e competição, se considerarmos a transição desencadeada com a privatização das empresas do setor em 1998. Essa transição resultou em uma alteração no modelo institucional devido à introdução da concorrência na exploração dos serviços e à obrigação da universalização do acesso aos serviços básicos. Neste ambiente dinâmico, as empresas buscam competitividade e rentabilidade. Esta pesquisa teve como objetivo investigar como a metodologia de gerenciamento de projetos pode contribuir para a implementação efetiva da estratégia empresarial, de modo a assegurar e sustentar vantagem competitiva em cenários de grandes mudanças. A investigação foi desenvolvida usando a metodologia de estudo de caso e escolhendo como objeto de pesquisa a empresa EMBRATEL. Coletados por meio de investigação telematizada e levantamento de percepções com auxílio de questionários estruturados e entrevistas, os dados foram tratados com métodos quantitativos e qualitativos. A interpretação e a análise dos dados foram realizadas com base no referencial teórico e com auxílio do modelo genérico integrativo de Macedo - Soares (2001b). Dentre os resultados mais significativos, cabe destacar o fato de não estar institucionalizada na empresa a metodologia de gerenciamento de projetos e que precisam melhorar a estrutura organizacional, os sistemas de gestão e de medição e a capacitação das equipes. Recomenda-se, em particular, que a EMBRATEL desenvolva uma metodologia corporativa em gerenciamento de projetos integrada ao sistema de medição para implementação, acompanhamento e controle das ações estratégicas.
The telecommunication industry in Brazil has evolved to an advanced state and growing competitiveness since the privatization of the sector in 1998. In the last six years, the Brazilian telecommunication system has progressed from inefficient and outdated to world class. To succeed in the current highly competitive environment, telecommunication service providers must focus their strategy on their market and clients. These firms must be able to implement strategies that assure the quality of their products and services and client satisfaction. The objective of this research is to assess how project management can contribute to effective strategy implementation to guarantee and sustain competitive advantage in a dynamic environment. The investigation follows a case study format, and its object of study is the Brazilian telecommunication company EMBRATEL. Instruments of data collection range from documental/telematic compilations to perception survey through structured questionnaires and interviews. Data analysis, based on both quantitative and qualitative methods, and interpretation were based on academic references, based on research of available literature, and in most part with the support of the systemic and integrative model developed by Macedo-Soares (2001b). Among the most significant results, it fits to highlight the fact of the company doesn´t have a well- implemented project management methodology. It was recommended that EMBRATEL should develop a corporate methodology in projects management, based on the best practices of the market and integrated into the measure system for control of the strategic actions.

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Bücher zum Thema "The project environment"

Focus, Junior. The changing environment. Leamington Spa: Scholastic, 1999.

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Unit, ZCCM-IH Environmental Coordination. Copperbelt Environment Project: Environment and resettlement framework. Lusaka]: Republic of Zambia, Copperbelt Environment Project under the auspices of the Ministry of Finance and National Planning, 2002.

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Kuron, John Lado. The Juba Environment Project report I. [Juba, Sudan?]: The Project, 1986.

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Radosevich, Raymond. Management of the project environment. [Nashville, Tenn.]: Graduate School of Management, Vanderbilt University, 1992.

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R, Karthigarani, Hrsg. Environment impact assessment. New Delhi: A.P.H. Pub. Corp., 2008.

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Prescott, Gwyn. Treforest environment project: Progress report 1992. Pontypridd: Polytechnic of Wales/University of Glamorgan, 1992.

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Pheng, Low Sui. Project Management for the Built Environment. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-6992-5.

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Laufer, Alexander. Simultaneous management: Managing projects in a dynamic environment. New York: AMACOM, 1997.

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Sulankivi, Kristiina. Project management in the concurrent engineering environment. Espoo: Technical Research Centre of Finland, 2002.

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J, Graham Robert. Creating an environment for successful projects: The quest to manage project management. San Francisco, Calif: Jossey-Bass, 1997.

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Buchteile zum Thema "The project environment"

Sanghera, Paul. „Project Environment“. In PMP® in Depth, 45–85. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3910-0_2.

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Sanghera, Paul. „Project Environment“. In CAPM® in Depth, 45–86. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3664-2_2.

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Carstens, Deborah Sater, und 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.

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Zwikael, Ofer, und John Smyrk. „The Project Environment“. In Project Management for the Creation of Organisational Value, 85–133. London: Springer London, 2011. http://dx.doi.org/10.1007/978-1-84996-516-3_4.

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Helgi Thor, Ingason, und Jonasson Haukur Ingi. „Planning: definition and the environment“. In Project: Execution, 73–107. Milton Park, Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429441530-3.

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Christensen, Tom. „Decision-Making in the Political Environment“. In Project Governance, 256–76. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137274618_8.

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Wideman, R. Max. „Managing the Project Environment“. In Dimensions of Project Management, 51–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 1990. http://dx.doi.org/10.1007/978-3-642-49344-7_5.

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Rajegopal, Shan, Philip McGuin und James Waller. „Establish corporate visibility and environment“. In Project Portfolio Management, 139–55. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230206496_7.

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Fewings, Peter, und Christian Henjewele. „Engineering the psycho-productive environment“. In Construction Project Management, 212–41. Third edition. | Abingdon, Oxon ; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, 2019.: Routledge, 2019. http://dx.doi.org/10.1201/9781351122030-9.

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Migliaccio, Giovanni C., und Len Holm. „Built environment projects“. In Introduction to Construction Project Engineering, 15–26. Abingdon, Oxon : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.1201/9781315185811-2.

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Konferenzberichte zum Thema "The project environment"

Santer, Richard P., und Frank Fell. „SISCAL project“. In Third International Asia-Pacific Environmental Remote Sensing Remote Sensing of the Atmosphere, Ocean, Environment, and Space, herausgegeben von Robert J. Frouin, Yeli Yuan und Hiroshi Kawamura. SPIE, 2003. http://dx.doi.org/10.1117/12.467280.

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Taveira-Pinto, F. „Environmental implications of the EUrosion project recommendations“. In COASTAL ENVIRONMENT 2006. Southampton, UK: WIT Press, 2006. http://dx.doi.org/10.2495/cenv060151.

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Lee, Jihyun, und Sung Jin Hur. „Agile Approach to Manage Projects in Ubiquitous Multi-Project Environment“. In Applications (CUTE). IEEE, 2010. http://dx.doi.org/10.1109/icut.2010.5677816.

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Hussin, M. Z., A. Yaacob, Z. M. Zain, S. Shaari und A. M. Omar. „Status of a grid-connected MBIPV project in Malaysia“. In Environment (ISESEE). IEEE, 2011. http://dx.doi.org/10.1109/isesee.2011.5977099.

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Guangliang Xie, Youer Dong, Baoming Chen und Zhiguo Fan. „Building and research of low-carbon home demonstration project“. In Environment (ICMREE). IEEE, 2011. http://dx.doi.org/10.1109/icmree.2011.5930971.

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Brown, Alan, David Carney, Peter Feiler, Patricia Oberndorf und Marvin Zelkowitz. „A project support environment reference model“. In the conference. New York, New York, USA: ACM Press, 1993. http://dx.doi.org/10.1145/170657.170685.

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Hossain, Lokman, und Janaka Ruwanpura. „Optimization of Multi-Project Environment (OPMPE)“. In 2008 Winter Simulation Conference (WSC). IEEE, 2008. http://dx.doi.org/10.1109/wsc.2008.4736350.

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Dowson, Mark. „ISTAR---an integrated project support environment“. In the second ACM SIGSOFT/SIGPLAN software engineering symposium. New York, New York, USA: ACM Press, 1987. http://dx.doi.org/10.1145/24208.24212.

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Bogoeva, Boryana. „Project Manager Competencies in Multicultural Environment“. In 2nd International Conference on Research in Business, Management and Finance. Globalks, 2020. http://dx.doi.org/10.33422/2nd.icrbmf.2020.03.109.

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Fei, Teh Pan, Shahreen Kasim, Rohayanti Hassan, Mohd Norasri Ismail, Mohd Zaki Mohd Salikon, Husni Ruslai, Kamaruzzaman Jahidin und Mohammad Syafwan Arshad. „SWM: Smart waste management for green environment“. In 2017 6th ICT International Student Project Conference (ICT-ISPC). IEEE, 2017. http://dx.doi.org/10.1109/ict-ispc.2017.8075303.

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Berichte der Organisationen zum Thema "The project environment"

Schwegel, Jill, Alan R. Pomplun und Rusty Abernathy. Advanced engineering environment pilot project. US: Sandia National Laboratories, Oktober 2006. http://dx.doi.org/10.2172/899365.

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Lamph, Jane Ann, Alan R. Pomplun, Grant W. Kiba, Edward G. Dutra, Robert J. Dankiewicz und Scot J. Marburger. Advanced engineering environment collaboration project. Office of Scientific and Technical Information (OSTI), Dezember 2008. http://dx.doi.org/10.2172/948688.

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Lamph, Jane Ann, Grant W. Kiba, Alan R. Pomplun, Edward G. Dutra und Abraham L. Sego. Advanced Engineering Environment FY09/10 pilot project. Office of Scientific and Technical Information (OSTI), Juni 2010. http://dx.doi.org/10.2172/993309.

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Lumia, Ronald, John Michaloski, Robert Russell, Thomas Wheatley, Paul Backes, Sukhan Lee und Robert Steele. Unified telerobotic architecture project (UTAP) standard interface environment (SIE). Gaithersburg, MD: National Institute of Standards and Technology, 1995. http://dx.doi.org/10.6028/nist.ir.5658.

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ARMY ENGINEER DISTRICT ROCK ISLAND IL. Environment Assessment: Mill Creek - South Slough, Deauthorization Project, Milan, Illinois. Fort Belvoir, VA: Defense Technical Information Center, März 1992. http://dx.doi.org/10.21236/ada256265.

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Brown, Alan W., und Peter H. Feiler. The Conceptual Basis for a Project Support Environment Services Reference Model. Fort Belvoir, VA: Defense Technical Information Center, Januar 1992. http://dx.doi.org/10.21236/ada253324.

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Brown, Alan W., und Peter H. Feiler. An Anlaysis Technique for Examining Integration in a Project Support Environment. Fort Belvoir, VA: Defense Technical Information Center, Januar 1992. http://dx.doi.org/10.21236/ada253351.

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Brown, Alan, und Peter Feller. An Analysis Technique for Examining Integration in a Project Support Environment. Fort Belvoir, VA: Defense Technical Information Center, Januar 1992. http://dx.doi.org/10.21236/ada640693.

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Lee, D. T. Final Project Report on An Environment for Geometric Object Manipulation and Monitoring. Fort Belvoir, VA: Defense Technical Information Center, Januar 1997. http://dx.doi.org/10.21236/ada327653.

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Schmiedekamp, Carl, und Michael D. Shapiro. Toward the MIL-STD and MIL-HDBK for Project Support Environment Interfaces. Fort Belvoir, VA: Defense Technical Information Center, November 1992. http://dx.doi.org/10.21236/ada257990.

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