Relevant bibliographies by topics / Milestone schedule

Academic literature on the topic 'Milestone schedule'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Milestone schedule"

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NAGAOKA, Hiroaki, Shuzo FURUSAKA, Hyeong Geun PARK, and Takashi KANETA. "SCHEDULE PLANNING AND MANAGEMENT WITH MILESTONE IN REPETITIVE CONSTRUCTION WORK." Journal of Architecture and Planning (Transactions of AIJ) 62, no. 492 (1997): 171–77. http://dx.doi.org/10.3130/aija.62.171_1.

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Sobel, Halle G., Rachel Swigris, Karen M. Chacko, Alison Landrey, Monica McNulty, Kaitlyn Vennard, Susan Michelle Nikels, Kathleen Suddarth, Edward N. Murphy, and Eva Aagaard. "Resident and Preceptor Perceptions of Preceptor Integration Into Resident Clinic Scheduling Templates." Journal of Graduate Medical Education 9, no. 4 (August 1, 2017): 497–502. http://dx.doi.org/10.4300/jgme-d-16-00609.1.

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ABSTRACT Background Some internal medicine residency programs on X+Y schedules have modified clinic preceptor schedules to mimic those of the resident cohort (resident matched). This is in contrast to a traditional model, in which preceptors supervise on the same half-day each week. Objective We assessed preceptor and resident perceptions of the 2 precepting models. Methods We surveyed 44 preceptors and 97 residents at 3 clinic sites in 2 academic medical centers. Two clinics used the resident-matched model, and 1 used a traditional model. Surveys were completed at 6 months and 1 year. We assessed resident and preceptor perceptions in 5 domains: relationships between residents and preceptors; preceptor familiarity with complex patients; preceptor ability to assess milestone achievements; ability to follow up on results; and quality of care. Results There was no difference in perceptions of interpersonal relationships or satisfaction with patient care. Preceptors in the resident-matched schedule reported they were more familiar with complex patients at both 6 months and 1 year, and felt more comfortable evaluating residents' milestone achievements at 6 months, but not at 1 year. At 1 year, residents in the resident-matched model perceived preceptors were more familiar with complex patients than residents in the traditional model. The ability to discuss patient results between clinic weeks was low in both models. Conclusions The resident-matched model increased resident and preceptor perceptions of familiarity with complex patients and early preceptor perceptions of comfort in assessment of milestone achievements.
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Koepke, M. E. "Factors influencing the commercialization of inertial fusion energy." Philosophical Transactions of the Royal Society A: Mathematical, Physical and Engineering Sciences 379, no. 2189 (December 7, 2020): 20200020. http://dx.doi.org/10.1098/rsta.2020.0020.

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Managing the IFE pathway to fusion electricity will involve management of commericalization scope, schedule, cost and risk. The technology pathway to economical fusion power comprises the commercialization scope. Industry assumes commercialization risk in fielding its own pre-pilot plant research programme for this compact-fusion pathway without the benefit of a federally coordinated IFE research and development programme. The cost of commercializing the mass-production of inexpensive targets and insisting on high reliability, availability, maintainability and inspectability has a major impact on the economics of commercializing fusion power plants. Schedule vulnerability for inertial fusion energy arises from the sensitivity of time-based roadmap stages to uncertainties in the pace of scientific understanding and technology development, as well as to unexpected and inexplicable changes of the budgeting process. Rather than rely on a time-based roadmap, a milestone-based roadmap is maximally appropriate, especially for industry and investors who are particularly well-suited to taking the risks associated with reaching the target milestones provided by the government. Milestones must be identified and optimally sequenced and the necessary resources must be delineated. Progress on the above factors, since the outcomes of recent U.S., U.K. and EUROfusion roadmapping exercises were released, are reported. This article is part of a discussion meeting issue ‘Prospects for high gain inertial fusion energy (part 2)’.
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Jimenez, Christopher A., Edward D. White, Gregory E. Brown, Jonathan D. Ritschel, Brandon M. Lucas, and Michael J. Seibel. "Using Pre-Milestone B Data to Predict Schedule Duration for Defense Acquisition Programs." Journal of Cost Analysis and Parametrics 9, no. 2 (May 3, 2016): 112–26. http://dx.doi.org/10.1080/1941658x.2016.1201024.

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Fisher, Wayne. "Macroergonomics in the Context of Vendor-Customer Technology Transfer." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 38, no. 12 (October 1994): 774–78. http://dx.doi.org/10.1177/154193129403801212.

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The transfer of a system-level product from vendor to customer typically requires that the customer change both business processes and organizational structures as part of the system implementation process. A macroergonomic approach was used to analyze the transfer of an image based check processing system to customer sites and identify opportunities to improve the transfer process. The analysis identified a lack of knowledge of the organizational, administrative and managerial changes that would be introduced by the new technology as a potential risk to the project implementation schedule. The analysis indicated that establishing a knowledge base covering five non-technical areas (general system familiarity, worksite preparation, human resources, operations and system support) and transferring that knowledge base to the customer's implementation team would minimize the potential schedule risk. A specialized consulting role was created to transfer the knowledge base to the customer's implementation team through a series of seminar sessions tied to specific implementation milestones. Each session focused on assisting the customer's implementation team in developing an action plan to allocate and schedule the resources necessary to carry the project through to the next milestone. The structure of the knowledge base and the presentation format for the consulting service were verified during initial trials at customer sites. A curriculum of classroom instruction and apprenticeship was then developed to train the consultants. Qualitative feedback from customers indicated that the service was perceived to provide value to the participants.
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Kashiwagi, Isaac, Dean Kashiwagi, and Len Gambla. "Application of the Best Value Approach in Procuring ERP Services in a Traditional ICT Environment." Journal for the Advancement of Performance Information and Value 10, no. 1 (March 13, 2020): 51–65. http://dx.doi.org/10.37265/japiv.v10i1.22.

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The ICT industry has struggled with performance for years. Tools, processes, and techniques have been developed in attempts to improve performance, however, the level of performance has not significantly improved. The Best Value Approach has been proposed to increase both the procurement and execution of ICT projects. This researches focus is to further test, explore and confirm the claims associated with the Best Value Approach and its applicability in the ICT industry. Using case study research, the Best Value Approach was used in the selection of an ERP vendor for a client organization. The research findings confirm the claims of the Best Value Approach to be accurate in terms of being simpler, quicker, lower costing, requiring little expertise from the client and delivering an understandable, non-technical plan including detailed schedule, milestone schedule, and schedule that identifies all stakeholder activity.
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Yi, Daekyoung, Eul-Bum Lee, and Junyong Ahn. "Onshore Oil and Gas Design Schedule Management Process Through Time-Impact Simulations Analyses." Sustainability 11, no. 6 (March 17, 2019): 1613. http://dx.doi.org/10.3390/su11061613.

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Korean oil and gas contractors have recently incurred significant losses due to improper engineering performance on EPC (engineering procurement and construction) projects in overseas markets. Several previous studies have verified the significant impact engineering has on EPC construction cost and project lifecycle. However, no literature has studied the time impact engineering has on EPC projects, representing a gap in the existing body of knowledge. To fill this gap, a Monte Carlo simulation was performed with the Pertmaster, Primavera risk analysis software for three sample onshore oil and gas projects. From said simulation of all major EPC critical activities, the authors found that the engineering phase is up to 10 times as impactful as the procurement and construction phases on the overall schedule duration. In assessing the engineering activities, the authors found the piping design activities to have the greatest impact on the overall schedule performance. Using these findings, the authors present a design schedule management process which minimizes the delays of project completion in EPC projects. Said process includes the following six steps: (1) Milestone management, (2) drawing status management, (3) productivity management of engineering, (4) interface management, (5) management of major vendor documents, and (6) work front management. The findings of this paper add to the body of knowledge by confirming the design phase to be the most impactful on the overall project schedule success. Furthermore, the presented design schedule management will aid industry with successfully executing the design phase in a timely manner, including examples from case study projects for a greater understanding.
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Utami Nilawati, Ni Ketut, and I. Gde Eka Dharsika. "Penerapan Manajemen Proyek Pada Tahap Pengendalian Waktu Pelaksanaan Proyek Soft Landscaping Jumeirah Resort Pecatu Graha Bali." Jurnal Ilmiah Vastuwidya 3, no. 1 (June 16, 2020): 01–05. http://dx.doi.org/10.47532/jiv.v3i1.94.

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Construction are increasingly needed in the implementation of projects, especially the existence of services that can control the main demands regarding the accuracy of quality, financial efficiency and time accuracy are very much needed. In implementing the Jumeirah Resort Pecatu Graha Bali Development Project, researchers focused their research on soft landscaping work. The role of project management in controlling the implementation time is to obtain a good way or technique to be applied so that limited resources can be managed so as to obtain effective and efficient results due to well-ordered arrangements.The "S" curve is one of the techniques for controlling project progress by using a combination of the "S" curve and the milestone. After looking at the schedule of plans and comparing with progress in the field, there are very significant delays in work on: (a) Groundcover work, when viewed from February 2019 time schedule groundcover work should have been completed, but progress data in the field in that month only reached 30.92%; (b) Shrubs work, if seen from March 2019 time schedule shrubs work should have been completed, but progress data in the field in that month only reached 35.86%; (c) Palms work, if seen from April 2019 time schedule palms work should have reached the final stage of work, but progress data in the field in that month only reached 43.69%. Factors causing the delay in work based on daily reports include: (a) Land not yet ready for planting because it is still waiting for civil works to be completed; (b) Delay in supply of types of plants: groundcover, shrubs and palms, because plants are imported from Java, especially in Malang areas.
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Worek, Franz, Horst Thiermann, Marianne Koller, and Timo Wille. "In Vitro Interaction of Organophosphono- and Organophosphorothioates with Human Acetylcholinesterase." Molecules 25, no. 13 (July 2, 2020): 3029. http://dx.doi.org/10.3390/molecules25133029.

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The implementation of the Chemical Weapons Convention (CWC) in 1997 was a milestone in the prohibition of chemical warfare agents (CWA). Yet, the repeated use of CWA underlines the ongoing threat to the population. Organophosphorus (OP) nerve agents still represent the most toxic CWA subgroup. Defensive research on nerve agents is mainly focused on the “classical five”, namely tabun, sarin, soman, cyclosarin and VX, although Schedule 1 of the CWC covers an unforeseeable number of homologues. Likewise, an uncounted number of OP pesticides have been produced in previous decades. Our aim was to determine the in vitro inhibition kinetics of selected organophosphono- and organophosphorothioates with human AChE, as well as hydrolysis of the agents in human plasma and reactivation of inhibited AChE, in order to derive potential structure–activity relationships. The investigation of the interactions of selected OP compounds belonging to schedule 1 (V-agents) and schedule 2 (amiton) of the CWC with human AChE revealed distinct structural effects of the P-alkyl, P-O-alkyl and N,N-dialkyl residues on the inhibitory potency of the agents. Irrespective of structural modifications, all tested V-agents presented as highly potent AChE inhibitors. The high stability of the tested agents in human plasma will most likely result in long-lasting poisoning in vivo, having relevant consequences for the treatment regimen. In conclusion, the results of this study emphasize the need to investigate the biological effects of nerve agent analogues in order to assess the efficacy of available medical countermeasures.
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Choi, Jaeh Yun, and Kyu Sung Lee. "An Automated Progress Tracking System for Industrial Facility Construction Projects." Advanced Materials Research 671-674 (March 2013): 2973–77. http://dx.doi.org/10.4028/www.scientific.net/amr.671-674.2973.

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As amount of information in construction industry is growing, the role of information system in project management is becoming increasingly important. With the emerging IT application to the advancing construction industry, construction project management system with advanced technology has been progressed vigorously to improve construction productivity and management efficiency. Recently, a web-based Project Management Information System (PMIS) is developed to support decision-making process by efficiently managing project related information generated from various discipline. Many firms are in the process of developing the PMIS system or already have been applied the system to various projects. However, PMIS is still in its early stage of development to be applied at industrial plant construction projects. With the complexity of the industrial plant projects, the industry practitioners need to be able to visualize the construction schedule information to manage the project efficiently. This study suggests methodologies for improving PMIS specialized for industrial plant piping construction projects to estimate the baseline schedule and performance measurement more accurately by developing a framework for the piping construction projects. By using this developed system, the researchers expect that piping construction projects will be more efficiently managed on a real-time basis through measuring progress of piping at each and every state of progress milestone and provide management with opportunities to forecast the level of efforts required to execute the remaining work scope in a timely manner.
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Dissertations / Theses on the topic "Milestone schedule"

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Škarka, Jan. "Bytová výstavba jako developerský projekt." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2015. http://www.nusl.cz/ntk/nusl-227628.

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This thesis is concerned with developer project Rezidence Austerlitz in Slavkov u Brna realized by KALÁB company. It describes managing this project from buying the grounds to selling the real estate to clients. At the same time the thesis deals with the project's financing, time schedule and assesses market and construction risks. Part of the work is also analyzing the estate market which adverts to evolution of housing construction across the whole Czech Republic in the past ten years. Progress of real estate construction in Jihomoravský kraj is described in detail, including the progress of estate valuation.
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Books on the topic "Milestone schedule"

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Alex, Tommy. 50th Birthday Milestone Women S Hello Fifty Party 1972 Gift: Daily Planner Notepad to Do Schedule, 6 X9 , 100 Pages. Independently Published, 2022.

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Peach, Ken. Managing Projects. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198796077.003.0012.

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This chapter reviews and provides examples of elements and techniques of project management. In the good old days, when conception to completion was a few months, the process of project management was relatively informal. However, with the increasing complexity and cost of projects, many routinely costing millions and some costing billions, the process has become more formalized. This chapter discusses the roles of the client, the sponsor, the leader, the manager and the team member. In addition, the three key parameters of project management, quality, cost and schedule, are defined and discussed. Finally, various project management methodologies and tools, such as work breakdown structures, Gantt charts and milestones, are presented.
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Donalds, Alison. Baby's Daily Log: Daily Childcare Tracker Notebook - Track and Monitor Your Infant's Schedule - Record Milestones, Doctor's Appointments, Diaper ... Cookies Cover Design. Independently Published, 2019.

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Publication, Brendan Maurice Press. Baby's Daily Log Book: Baby Diary, Daily Activity Log, Developmental Milestones, Immunization Schedule, Health Record, Emergency Contacts, Baby Leg Exerciser and More. Independently Published, 2022.

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Donalds, Alison. Baby Log Book: Daily Childcare Tracker Notebook - Track and Monitor Your Infant's Schedule - Record Milestones, Doctor's Appointments, Diaper Changes, ... Pink Floral Cover Design. Independently published, 2019.

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Donalds, Alison. Baby's First 60 Days Tracker and Log Book: Daily Childcare Notebook - Track and Monitor Your Infant's Schedule - Record Milestones, Doctor's ... Polka Dots Cover Design. Independently published, 2019.

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Donalds, Alison. Baby's First 60 Days Tracker and Log Book: Daily Childcare Notebook - Track and Monitor Your Infant's Schedule - Record Milestones, Doctor's ... Polka Dots Cover Design. Independently Published, 2019.

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Donalds, Alison. Bundle of Joy : Baby Log Book: Daily Childcare Tracker Notebook - Track and Monitor Your Infant's Schedule - Record Milestones, Doctor's Appointments, ... on Blue Cover Design. Independently Published, 2019.

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Publication, Little Love Press. Baby's Log Book New Born Baby Care Journal: Pink Water Color Baby's Log and Keepsake Journal- Track Feedings, Sleeping Schedules, Memorable Moments, Milestones for New Infant Baby , New Mom. Independently Published, 2021.

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Jenifer, Swanson, ed. Infant and toddler health sourcebook: Basic consumer health information about the physical and mental development of newborns, infants, and toddlers, including neonatal concerns, nutrition recommendations, immunization schedules, common pediatric disorders, assessments and milestones, safety tips, and advice for parents and other caregivers : along with a glossary of terms and resource listings for additional help. Detroit, MI: Omnigraphics, 2000.

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Book chapters on the topic "Milestone schedule"

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Przywara, D., and A. Rak. "Delayed Building Schedule Control Using Milestones." In Lecture Notes in Civil Engineering, 195–205. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-63879-5_15.

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"The Milestone Schedule." In Producing Games, 119–22. Elsevier, 2010. http://dx.doi.org/10.1016/b978-0-240-81070-6.00016-8.

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Lerner, Robert E. "“Displaced Foreign Scholar”." In Ernst Kantorowicz, 214–25. Princeton University Press, 2018. http://dx.doi.org/10.23943/princeton/9780691183022.003.0016.

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This chapter details events following Ernst Kantorowicz's arrival in America. His first few months were difficult. His future was uncertain, he was short of money, and he did not like New York City. His first lecture in the United States was as a guest at a regularly scheduled class at Barnard College. He later toured New England, speaking at Harvard, Smith College, and Yale. His Harvard talk, entitled “The Idea of Permanency and Progress in the Thirteenth Century” and was a milestone in his historiographical progress. Although it was a revised version of the introductory section of his aborted book on the German Interregnum, the revisions introduced a new analytical concept and adumbrated a new analytical framework. The new concept was the significance of the thirteenth-century scholastic term aevum.
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Williams van Rooij, Shahron. "Project Management for Project-Based Learning." In Information Resources Management, 1190–206. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch414.

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This chapter reports the results of a case study in which the final project outcomes of small virtual instructional design teams using Project Management in an online graduate-level course are compared with teams using a less-structured approach. Based on the findings, the author offers the following recommendations for structuring project-based learning in small virtual teams: (a) assess through pre- or in-course questioning individual motivators of success and performance in virtual teams, (b) provide teams with templates with which to document roles, responsibilities, milestones and key deliverables, and (c) offer time and schedule management tips to reinforce/extend entry skills in team project management and participation. This case study can serve as a resource to eLearning practitioners seeking research-based best practices for both managing and participating in project teams that may have limited human and material resources and that may be distributed over a number of geographic locations and time zones.
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"Child health promotion." In Oxford Handbook of Primary Care and Community Nursing, edited by Judy Brook, Caroline McGraw, and Val Thurtle, 151–256. Oxford University Press, 2020. http://dx.doi.org/10.1093/med/9780198831822.003.0006.

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The Children Act (2004) places a responsibility on health practitioners to work together to help a child be healthy, stay safe, enjoy and achieve, make a positive contribution, and achieve economic well-being. This chapter covers the assessment of children, screening tests for vision and hearing, the immunization schedule, and accident prevention. It includes information for working with parents, providing support to new parents, and new birth visits. It then covers pre-term infants, new babies (including twins and multiple births), breast and bottle feeding, and weaning. Growth and development milestones are explained for different age ranges. The promotion of development, toilet training, good food habits, speech and language acquisition, and communication are all covered. The chapter also covers puberty and adolescence, health promotion in schools, sex and relationship education, and child and adolescent mental health. Separately, the care of children with complex health needs, disabilities, and special educational needs is described. Safeguarding children, identifying at-risk individuals, child protection processes, and the care of looked-after children are all included.
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Schrader, P. G., Neal Strudler, Loretta Asay, Terra Graves, Shawn L. Pennell, and Sara Stewart. "The Pathway to Nevada's Future." In Adult and Continuing Education, 1073–87. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5780-9.ch061.

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An online, statewide technology professional development project was implemented for middle school teachers in Nevada. This document reports the preliminary findings associated with the planning, development, and implementation of Module 1 of the Pathway to Nevada's Future project. Baseline data, participant characteristics, findings, and results from participation in Module 1 are reported. Data sources include online surveys, online discussions, and informal interviews of project personnel. During the planning phase, the milestones outlined in the grant proposal were accomplished. In terms of project implementation, Module 1 was designed, developed, and implemented. A schedule for Module 2 was developed for the summer and implemented during June and July 2010. At the beginning of Module 1, base-line data were collected and examined to describe the general profile of Pathway participants. Overall, these data suggested that the population of participants was an appropriate cross section of Nevada teachers. Participants indicated that they held a high opinion of the role of technology in the classroom and reported being moderately skilled in technology use. There were many areas, however, in which they were not skilled and had room to benefit from the planned modules. Overall, the group was well suited to interact with the professional development materials, provide formative feedback for refining the modules, and apply their learning in classrooms across Nevada. Module 1 primarily involved an overview of resources, tools, and strategies intended for a variety of settings. Activities ranged from conceptual readings, webinars, videos, and discussions, to hands-on assignments that exposed participants to a range of tools. Results indicated that participants significantly increased in their knowledge, attitudes, and self-efficacy associated with technology and technology integration. However, analysis of progress, assignments, and online discussions indicated that the amount of material was overwhelming for the majority of participants. As a result, adjustments to the delivery of Module 1 were implemented during the professional development. These modifications were also implemented in subsequent Modules, allowing participants to explore applications of interest at a deeper level.
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Conference papers on the topic "Milestone schedule"

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Lee, Yong Ro. "The Application of Optimized Commissioning Schedule." In ASME 2010 Pressure Vessels and Piping Division/K-PVP Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/pvp2010-25560.

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The targeted 24.5 months of commissioning time for the ongoing SKN unit #1 project in Korea is a tough challenge in view of saving at least 7 months from the previous 32 months for UCN unit #3 project that has been a prior version of OPR1000 and also the reference plant of this unit. Such commissioning time-saving has been made possible by introducing renovated technology, optimization of commissioning technique, and adoption of lessons-learned from the previous projects. Our experiences are discussed herein with respect to the scheduling of commissioning operation of previous NPP projects on a milestone basis, including trouble areas that could cause schedule delay and our approaches adopted for solving the key issues. In addition, this paper will introduce a summarized 24 month commissioning schedule which has been optimized to the most efficient level by reflecting the prior project experience, and applying the new techniques and methods.
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Harrop, Grenville, and Bill P. Poirier. "Construction of Westinghouse AP1000™ Nuclear Power Plants in China." In 18th International Conference on Nuclear Engineering. ASMEDC, 2010. http://dx.doi.org/10.1115/icone18-30077.

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In July 2007, China entered a new era of sustainable, safe, and ecologically sound energy development by committing to build four AP1000™ units to be constructed in pairs at the coastal sites of Sanmen (Zhejiang Province) and Haiyang (Shandong Province). Both sites have the planned ability to accommodate at least six AP1000 units. The Westinghouse AP1000 is the only Generation III+ reactor to receive design certification from the U.S. Nuclear Regulatory Commission (NRC). With a design that is based on the proven performance of Westinghouse-designed pressurized water reactors (PWRs), the AP1000 is an advanced 1100 megawatt (MW) plant that uses the forces of nature and simplicity of design to enhance plant safety and operations. Excavation commenced for the first of four China AP1000 units in February 2008, and placement of the basemat concrete for Sanmen Unit 1 was completed on schedule in March 2009. This was soon followed by the placement of the first major structural module; the auxiliary building. As part of localization and the Peoples Republic of China (PRC) desire for self-reliance, a China-based module factory is constructing the major modules and manufacturing the containment vessel plates. The fabrication and welding of the containment vessel bottom head for Sanmen Unit 1 is now complete. The 2010 milestones for Sanmen Unit 1 include the setting of major modules such as the reactor vessel cavity, the steam generator, and refueling canal modules, plus containment vessel rings 1, 2, 3, and 4. All major equipment orders have been placed and the first deliveries are beginning to arrive. The technology transfer is also well underway. The Haiyang Unit 1 basemat was placed on schedule in September 2009 and Sanmen Unit 2 Nuclear Island (NI) concrete basemat placement was completed a month earlier than the milestone date of January 2010. Sanmen Unit 1 will be fully operational in November 2013 followed by Haiyang Unit 1 in May 2014. Operational dates for Sanmen Unit 2 and Haiyang Unit 2 are September 2014 and March 2015, respectively. As one of the world’s largest consumers of energy, China’s path in achieving sustainable energy has profound global economic and environmental consequences. The contract with the Westinghouse and Shaw Consortium for four AP1000 units is the largest of its type between the People’s Republic of China and the United States.
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Le´va´rdy, Viktor, Markus Hoppe, Stefan Wenzel, and Andreas Vollerthun. "Process Modeling Procedure for Validation, Verification and Testing (VVT) Planning." In ASME 2003 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2003. http://dx.doi.org/10.1115/detc2003/dtm-48682.

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Verification, validation, and testing (VVT) are the primary means of risk reduction in the product development process. Through systematic and early VVT strategy planning and continuous monitoring of the product development activities rework can be avoided and significant product lifecycle cost reductions can be achieved. In this paper a VVT process modeling procedure is described, which offers an effective method for reducing programmatic and technical risk through providing valuable assistance in the VVT strategy planning process. Programmatic risk reduction in the VVT process modeling procedure can be achieved by the elimination of redundant VVT activities, optimization of test schedule and restructuring of VVT activities into clusters based on the input needs of the tests and the deliveries of the product development activities. Through iterations in the VVT process during VVT strategy planning, the most effective combination of VVT activities can be found for the VVT goals and objectives. Iterations in the VVT process modeling procedure can be made based on the different durations, costs and effects on quality of the different VVT activities and methods applied at different points in the product lifecycle. Since the VVT strategy planning is an iterative process, the VVT process modeling procedure can be used to update the VVT process after every critical decision and milestone in the product development. The modeling concept for verification, validation and testing processes introduced in this paper, is currently being developed in a European research project, called SysTest (more information on the SysTest project can be found under: http://www.secoe.org/0105.htm).
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Ahmed, Zamzam Mohammed, Abrar Mohammed Salem, Liu Pei Wu, and Benjamin Mowad. "Achieving Productivity and Clean Inflow from an Unconventional Reservoir in North Kuwait." In SPE International Hydraulic Fracturing Technology Conference & Exhibition. SPE, 2022. http://dx.doi.org/10.2118/205253-ms.

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Abstract Jurassic Kerogen shale/carbonate reservoir in North Kuwait provides the same challenges as North American shales in addition to ones not yet comparable to any other analogue reservoir globally. It is the Kerogen's resource density; however, that makes this play so attractive. Like ‘conventional’ unconventional in the US and Canada this kerogen is believed to be a source rock and is on the order of micro-to nano-Darcy permeability. As such, industry learnings show that likely long horizontal laterals with multiple hydraulic fractures will be necessary to make commercial wells. Following this premise, the immediate objective is to establish clean inflow into wellbore as the previous attempts to appraise failed due to "creep" of particulate material and formation flowing into the wellbore. Achieving this milestone will confirm that this formation is capable of solids free inflow and will open a new era in unconventional in Kuwait. Planning for success, the secondary objective is to then upscale to full field development. The main uncertainties lie in both producibility and ‘frac-ability’, and certainly, these challenges are not trivial. A fully integrated testing program was applied to both better understand the rock mechanical properties and to land on an effective frac design. Scratch, unconfined stress, proppant embedment and fluid compatibility tests were conducted on full core samples for geo-mechanics to prepare a suite of strength measurements ahead of frac design and to custom-design the fracture treatment and "controlled" flowback programs to establish inflow from Kerogen without "creep". Unlike developed shale reservoirs, the Jurassic Kerogen tends to become unconsolidated when treated. The pre-frac geomechanics tests will be outlined in this paper with the primary objective of finding the most competent reservoir unit to select the limited perforation interval to frac through so that formation competency can be maintained. Previous attempts failed to maintain a competent rock matrix even only after pumping data-fracs. Acidizing treatments also turn the treated rock volume into sludgy material with no in-situ stability nor ability to deliver "clean inflow". A propped fracturing treatment with resin-coated bauxite was successfully placed in December 2019 in a vertical appraisal well perforated over 6 ft at 12 spf shot density. "Controlled" flowback carried out in January 2020 achieved the strategically critical "clean inflow" with reservoir fluids established to surface. Special proppant technologies provided by an industry leading manufacturer overcame the embedment effects and to control solids flowback. A properly designed choke schedule to balance unloading with a delicate enough drawdown to avoid formation failure was executed. Local oilfields relied on the vast reserves and produced easily from carbonate reservoirs that required only perforating or acid squeezes to easily meet or exceed high production expectations. This unconventional undertaking in Kuwait presents a real challenge as it is a complete departure from the ways of working yet it points towards a very high upside potential should the appraisal campaign can be completed effectively.
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Ondryas, Igor S., Charles O. Myers, and William E. Hauhe. "Omar Hill-300 MW Cogeneration Plant for Enhanced Oil Recovery." In ASME 1986 International Gas Turbine Conference and Exhibit. American Society of Mechanical Engineers, 1986. http://dx.doi.org/10.1115/86-gt-50.

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The paper describes a gas turbine based cogeneration plant producing a nominal 300 MWe and 1.8 MM lb/h (0.82 MM kg/h) of 80 percent quality steam for enhanced oil recovery. The plant, which has been in commercial operation since August 18, 1985 is located in the Kern River Oil Field near Bakersfield, California. The plant is owned by the Kern River Cogeneration Company. The paper describes the plant design philosophy as well as the major system operating parameters. The discussion of the overall project schedule highlights the major project milestones.
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Palaric, Jean-Michel, Philippe Rebreyend, Philippe Mouly, Claude Esmenjaud, and Frantisˇek Dalik. "Modernization of the Safety I&C at the Dukovany VVER 440/213 Nuclear Power Plant." In 17th International Conference on Nuclear Engineering. ASMEDC, 2009. http://dx.doi.org/10.1115/icone17-75706.

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The modernization of the Dukovany nuclear power plant (four VVER 440 MWe reactor units owned by CˇEZ, the Czech national utility) is presented with a special focus on the digital safety instrumentation and control (I&C) system. The first Unit has been successfully modernized in compliance with the initial schedule. The following matters are further discussed in this paper: • Goal, scope and industrial organization of this modernization, • Main design criteria and I&C architecture, • Digital technologies in use, • Design and Licensing processes, • On-site installation strategy and main milestones, • Progress of work.
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Hada, Satoshi, Masanori Yuri, Junichiro Masada, Eisaku Ito, and Keizo Tsukagoshi. "Evolution and Future Trend of Large Frame Gas Turbines: A New 1600 Degree C, J Class Gas Turbine." In ASME Turbo Expo 2012: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/gt2012-68574.

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MHI recently developed a 1600°C class J-type gas turbine, utilizing some of the technologies developed in the National Project to promote the development of component technology for the next generation 1700°C class gas turbine. This new frame is expected to achieve higher combined cycle efficiency and will contribute to reduce CO2 emissions. The target combined cycle efficiency of the J type gas turbine will be above 61.5% (gross, ISO standard condition, LHV) and the 1on1 combined cycle output will reach 460MW for 60Hz engine and 670MW for 50Hz engine. This new engine incorporates: 1) A high pressure ratio compressor based on the advanced M501H compressor, which was verified during the M501H development in 1999 and 2001. 2) Steam cooled combustor, which has accumulated extensive experience in the MHI G engine (> 1,356,000 actual operating hours). 3) State-of-art turbine designs developed through the 1700°C gas turbine component technology development program in Japanese National Project for high temperature components. This paper discusses the technical features and the updated status of the J-type gas turbine, especially the operating condition of the J-type gas turbine in the MHI demonstration plant, T-Point. The trial operation of the first M501J gas turbine was started at T-point in February 2011 on schedule, and major milestones of the trial operation have been met. After the trial operation, the first commercial operation has taken place as scheduled under a predominantly Daily-Start-and-Stop (DSS) mode. Afterward, MHI performed the major inspection in October 2011 in order to check the mechanical condition, and confirmed that the hot parts and other parts were in sound condition.
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Van Dyke, Bill, and Tom Dabrowski. "Integrated Approach to Remediatiion of Multiple Uranium Mill Tailing Sites for the US DOE in the Western United States." In ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4834.

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This paper provides a case history of a highly successful approach that was developed and implemented for the U.S. Department of Energy (DOE) for the cleanup and remediation of a large and diverse population of uranium mill tailings sites located in the Western United States. The paper addresses the key management challenges and lessons learned from the largest DOE Environmental Management Clean-up Project (in terms of number of individual clean-up sites) undertaken in the United States. From 1986 to 1996, the Department of Energy’s Grand Junction Projects Office (GJPO) completed approximately 4600 individual remedial action site cleanup projects for large- and small-scale properties, and sites contaminated with residual hazardous and radioactive materials from former uranium mining and milling activities. These projects, with a total value of $597 million, involved site characterization, remedial design, waste removal, cleanup verification, transportation, and disposal of nearly 2.7 million cubic yards of low-level and mixed low-level waste. The project scope included remedial action at 4,200 sites in Grand Junction, Colorado, and Edgemont, South Dakota; 412 sites in Monticello, Utah; and, 44 sites in Denver, Colorado. The projects ranged in size and complexity from the multi-year Monticello Millsite Remedial Action Project, which involved investigations, characterization, remedial design, and remedial action at this uranium millsite along with design of a 2.5 million cubic yard disposal cell, to the remediation and reconstruction of thousands of smaller commercial and residential properties throughout the Southwestern United States. Because these projects involved remedial action at a variety of commercial facilities, businesses, churches, schools and personal residences, and the transportation of the waste through towns and communities, an extensive public involvement program was the cornerstone of an effort to promote stakeholder understanding and acceptance. The Project established a DOE model for rapid, economical, and effective remedial action. During the ten years of the contract, the management operations contractor (Duratek) met all project milestones on schedule and under budget, with no cost growth from the original scope. By streamlining remediation schedules and techniques, ensuring effective stakeholder communications, and transferring lessons learned from one project to the next, the contractor achieved maximum efficiency and the lowest remediation costs of any similar DOE environmental programs at the time.
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Al-Saidi, Mansour, and Hamad Al-Fouzan. "The Contribution of Remote Factory Acceptance Test Towards Project's Schedule, Cost & Quality at Hawiyah Unayzah Gas Reservoir Storage." In International Petroleum Technology Conference. IPTC, 2022. http://dx.doi.org/10.2523/iptc-22252-ea.

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Abstract This paper shares the Project Management Team's experience of conducting a Remote Factory Acceptance Test (Remote-FAT) at the Hawiyah Unayzah Gas Reservoir Storage project instead of the conventional approach of a conventional Factory Acceptance Test (FAT). The paper also highlights the advantages gained from a Remote-FAT, along with the value engineering created. In addition, this paper will present some deficiencies and areas of improvement. This shared experience is from the point of view as a PMT client or customer. At Hawiyah Unayzah Gas Reservoir Storage (HUGRS), the Remote-FAT approach was used with many disciplines, such as mechanical, electrical, pipelines, etc. This paper focuses on the process control system experience only, from 2020 to 2021. Meanwhile the HUGRS project is in progress and is expected to be completed by 2024. Conducting a FAT is one of the main milestones in projects. The conventional method is usually to have individuals physically visit the manufacturer to check and approve shipping the purchased devices/equipment to the project site. Sometimes this practice "FAT" takes place in the same country where the project is being constructed. But in other cases, the manufacturer is not even on the same continent, requiring travel of hundreds or thousands of kilometers. During COVID-19, there were many active projects that needed to conduct FAT activities, but travel was suddenly restricted. Therefore, the only option was to proceed with Remote-FAT. One of these running projects is HUGRS. The Remote-FAT is a virtual inspection check conducted by the client and vendor via online video streaming at the manufacturer location. Multiple cameras are used and located in different views to visualize whatever needs to be seen. In some cases, the Remote-FAT can be conducted through sharing a screen only, such as system graphics and logic test. The client and the vendor verify and conduct the test, following the same steps that they would perform in the conventional FAT. This Remote-FAT had already existed for a couple of years, but many project managers considered it as a fancy tool that did not add value. This evaluation was proven wrong by COVID-19. Remote-FAT has become the most convenient approach recently and adopted around the world. For the past two years, the process control systems engineers at HUGRS conducted many Remote-FATs with different vendors for dissimilar systems. The advantages and disadvantages were recorded as lessons learned — part of PMT practice — and will be shared in the next sections of this paper.
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Lominac, John K., and Joseph F. Boytos. "Aeropropulsion Environmental Test Facility." In ASME 1998 International Gas Turbine and Aeroengine Congress and Exhibition. American Society of Mechanical Engineers, 1998. http://dx.doi.org/10.1115/98-gt-555.

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As part of the DoD Base Realignment and Closure process, the unique Navy capability to test aircraft engines under various environmental conditions is being transitioned to the Air Force. A new facility, using two modified sea-level Air Force T-9 test cells as building blocks, formed the basis of the new design. The structural design of the test cells and test control building was based on the aerodynamic and acoustic requirements for testing large afterburning turbojet/turbofan engines. Major construction has passed the 90-percent completion milestone. Aerodynamic criteria were defined in 1/12th-scale model tests of an engine installation using an F110 engine simulator. Modifications were then made to the basic T-9 test cells to allow ram air duct direct-connect capability. Following construction, activation/validation of the test facility will be conducted with an actual F110 engine, run in both direct-connect and bellmouth inlet configurations. Initial Operational Capability is scheduled for September 1998. Technical aspects of the facility design, construction, and ram air duct are described. Final system capabilities are airflow of 249.48 kg/sec; inlet air temperature range of 219 to 503 K; and inlet air pressures up to 206.85 kPa (1.1 Mach number). Environmental conditions of high and low temperature, water and ice ingestion, sand ingestion, and salt air corrosion can be duplicated. Engine transient operation, and mission profile endurance tests with simulated inlet conditions of forward flight velocities will be available to both government and industry users.
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Reports on the topic "Milestone schedule"

1

Eggington, W. J. Evaluation of using cyclocranes to support drilling & production of oil & gas in wetland areas. Sixth quarterly technical progress report, incorporating milestone schedule/status, October 1993--December 1993. Office of Scientific and Technical Information (OSTI), April 1994. http://dx.doi.org/10.2172/10138053.

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Bolton, Laura. Key Global Policy Dates and Engagement Opportunities for the Covid Collective. Institute of Development Studies (IDS), March 2021. http://dx.doi.org/10.19088/cc.2021.004.

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Map key international and national days, events, moments relating to Covid-19 (e.g. health, socio-economic, inclusion impacts) to inform Covid Collective’s schedule of publications and activities. Mapping should include: - UN/international days; - Global events, e.g. COP 26; - National days/key events in Covid Collective countries; - Key milestones, anniversaries tied to the pandemic.
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