Relevant bibliographies by topics / Program management

Contents

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

Academic literature on the topic 'Program management'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 July 2024

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Journal articles on the topic "Program management"

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Sankaran, Shankar. "Program Management." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 44. http://dx.doi.org/10.5130/pppm.v1i2.1935.

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Thiry, Michel. "Program Management." PROJECT MANAGER (IL), no. 8 (November 2011): 46. http://dx.doi.org/10.3280/pm2011-008012.

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Haney, Pamela S., and Robyn R. Wilborn. "Breeding Program Management." Veterinary Clinics of North America: Small Animal Practice 51, no. 4 (July 2021): 891–904. http://dx.doi.org/10.1016/j.cvsm.2021.04.007.

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Seim, Harvey E., James Nelson, Madilyn Fletcher, C. N. K. Mooers, Lundie Spence, Robert H. Weisberg, Francisco Werner, Sarah M. Smith, and Russ Lea. "SEACOOS Program Management." Marine Technology Society Journal 42, no. 3 (September 1, 2008): 17–27. http://dx.doi.org/10.4031/002533208786842499.

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The management of the SEACOOS program and its evolution over a five-year period are reviewed. The topics included pertain to the mechanisms used to create a consortium, define its mission, develop and manage its annual budget and tasking cycle; and the history of its focus over a five-year period. The management of SEACOOS was complex and required significant efforts to develop new approaches and collaborative mechanisms. Changes in management were made as weaknesses were identified and to enable a more unified approach to the evaluation, operations, data management and outreach efforts. A number of programmatic lessons learned are summarized that may be of value for future development of regional coastal ocean observing systems.
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&NA;, &NA;. "MANAGEMENT EDUCATION PROGRAM." Health Care Management Review 13, no. 2 (1988): 96. http://dx.doi.org/10.1097/00004010-198801320-00026.

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&NA;, &NA;. "MANAGEMENT DEVELOPMENT PROGRAM." Dimensions of Critical Care Nursing 4, no. 4 (July 1985): 196. http://dx.doi.org/10.1097/00003465-198507000-00007.

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Singer, James E. "Engineering Program Management." Engineering Management Journal 21, no. 3 (September 2009): 38–39. http://dx.doi.org/10.1080/10429247.2009.11431821.

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ROBBINS, JOSEPH A., W. ANDREW DICKINSON, ALAN G. BARTEL, and CARL W. HARTMAN. "Lipid Management Program." Southern Medical Journal 86, no. 3 (March 1993): 289–92. http://dx.doi.org/10.1097/00007611-199303000-00006.

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van der Merwe, Andre. "Program management demystified." International Journal of Project Management 16, no. 1 (February 1998): 65. http://dx.doi.org/10.1016/s0263-7863(97)82249-1.

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SMOCZYK, CONNIE M., and ROBERT E. DEDMON. "Health Management Program." American Behavioral Scientist 28, no. 4 (March 1985): 559–76. http://dx.doi.org/10.1177/000276485028004011.

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Dissertations / Theses on the topic "Program management"

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Táborský, Tomáš. "Řízení programů v komerční sfréře a veřejné správě." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192407.

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This thesis focuses on the topic of program management, its functioning and the emergence in the context of project management. The goal is to process standards and methodologies for working with programs to reveal their differences and the reasons that lead to their formation. Particular attention is given to compare the life cycles of the program two major commercial standards and subsequently with the approach of government. The differences in the functioning government and the private sector are one of the main axes of the whole work, and every part of this work pays attention to them. The work seeks to illuminate the principles of the program management and on selected examples demonstrate the functioning of different approaches. In the final section, on the basis of these differences defines the strengths and weaknesses of different approaches and tries to suggest the possibility of taking advantage by sharing of approach to strengthening of the opposite one.
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Turner, Christopher Gordon. "NPS TINYSCOPE program management." Thesis, Monterey, California. Naval Postgraduate School, 2010. http://hdl.handle.net/10945/5227.

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Approved for public release; distribution is unlimited
This master's thesis introduces the program management and concept of operations of the TINYSCOPE Program. TINYSCOPE is a 6U CubeSat designed as a low-cost and easily replaceable imaging spacecraft that can produce tactically relevant imagery data. Tactical requirements in this context would emphasize "good enough" image resolution with a rapid-response tasking loop and high revisit rate. The TINYSCOPE project intends to demonstrate the utility of small, risk tolerant spacecraft for tactical imagery. The program management section of the thesis discusses the relationships of cost, performance, risk, and schedule and the impact of each on the program. The program's successes and failures are examined to glean lessons for future program managers of university projects. The remainder of the thesis develops a comprehensive concept of operations for the prototype spacecraft. Areas of discussion include overviews of the ground, space and launch segments of the mission architecture, and proposed conduct of operations for those segments. Finally, relevant program management and systems engineering documentation are presented as appendices.
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Colangelo, Ronald. "PROGRAM MANAGEMENT FOR 2001 INSTRUMENTATION." International Foundation for Telemetering, 1999. http://hdl.handle.net/10150/608735.

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International Telemetering Conference Proceedings / October 25-28, 1999 / Riviera Hotel and Convention Center, Las Vegas, Nevada
The Hardened Subminiature Telemetry and Sensor System (HSTSS) is a model program; executing Department of Defense (DoD) initiatives, such as Acquisition Reform, Industry Partnering, and the use of Integrated Product Teams (IPT). HSTSS is using partnering because the expertise is spread across the industry, and integration is required to fabricate an instrumentation system that would meet tri-service test requirements. This paper will describe the programmatic and technical approaches being used to mitigate risk. In this paper key management strategies will be addressed. I will discuss the affect that the IPT process has had on HSTSS to make the program so successful. This paper will essentially discuss the acquisition strategy as it has evolved to mitigate obsolescence. The strategy has been influenced by acquisition streamlining , commercial technology and the limited production requirements. In this paper I will address how partnering and the use of commercial technology will reduce the program costs as well as the unit cost. The importance of working together within the services and sharing funds and technology to accomplish more with less will be addressed in this paper. This paper will address how we intend to deliver a low cost, microminiature, high g (100,000 g), modular instrumentation system. This instrumentation is to be used for indirect fire and direct fire projectiles and small missiles. Data is to be collected from launch to impact. The modules being developed will include but not be limited to batteries, transmitter, data acquisition chipset and a variety of sensors (pressure, spin rate, GPS, etc.).
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Hicks, Christina M. "NPS CubeSat Launcher program management." Thesis, Monterey, California : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/theses/2009/Sep/09Sep%5FHicks.pdf.

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Thesis (M.S. in Space Systems Operations)--Naval Postgraduate School, September 2009.
Thesis Advisor(s): Newman, James H. "September 2009." Description based on title screen as viewed on November 10, 2009. Author(s) subject terms: NPSCuL, CubeSat, Launcher, P-POD, ABC, Aft Bulkhead Carrier, Centaur, ESPA, Secondary Payload, Program Management. Includes bibliographical references (p. 61-63). Also available in print.
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Williams, Lesa Faye. "Diabetes Self-Management Education Program." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1235.

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Diabetes is a devastating disease in American. The disease can cause chronic health comorbidities, and untreated diabetes has negative consequences for individuals and on our nation's economy. Newly diagnosed diabetics often have a lack of knowledge about the disease process. The purpose of this project was to design and implement a diabetes educational program to enhance participants' knowledge about diabetes management and self-care using the Health Belief Model. Diabetes Self-Management Education (DSME) is critical in improving patient outcomes and the prevention of diabetes related complications. Participation in a standardized diabetic educational intervention will improve patient knowledge, as measured by a reliable and valid pretest and posttest questionnaire. The objective was to develop a DSME curriculum that will be recognized and approved by the American Diabetes Association. A one group pretest /posttest method was employed with ten participants. A sample of ten participants between the age of 22 years old through 65 years old included eight women and two men all identified as African American. Upon completion of the 5-week DSME program, participants were noted to have started participating in weekly exercise or increased the number of days of exercise from 2 days to 3 days per week. Participants also noted a decrease in their systolic and diastolic blood pressure reading. Participants noted on average a 2-3 pound weight loss. Significant improvements were shown on both the knowledge scale and confidence scale of the modified Diabetes Project Participation Questionnaire. Results from this project indicated that participants applied knowledge from the DSME program to improve their own health status.
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Biati, Raquel Marie. "Chronic Disease Self-Management Program." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2598.

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The World Health Organization noted that 2 global health problems have reached epidemic proportions: obesity and type 2 diabetes. These conditions affect nearly 170 million people worldwide. The clinical practice problem addressed by this project was the prevalence of adults ages 50 and older in an ambulatory care setting who suffer from obesity and diabetes and may benefit from a tailored weight management and nutrition education intervention. The purpose of this project was to design a program that would decrease body mass index and hemoglobin A1c in older patients through adaption of the Chronic Disease Self-Management Program. The evidence supporting this project was obtained through a systematic literature review. The self-efficacy theory guided the project, and the evidence-based practice model used to plan the translation of the evidence into practice was the plan-do-check/study-act cycle, a continuous process improvement model used in many health care settings. The product of the project was an education intervention implementation plan that will be agreed upon by the project team and tracked using a Gantt chart. The program's effectiveness will be evaluated by analyzing the themes of qualitative feedback from patients who complete the program and through comparisons using t test statistics of body mass index and A1c that will be collected at 12 weeks and 12 months after the program start. The social change expected of this program, when implemented, is an increase in patients' engagement in and self-management of their care and a more trusting relationship among patients and the health care team. The recommendations from this project also may be useful in addressing health disparities often experienced by patients suffering from obesity and diabetes.
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Sharma, Surinder Paul. "U.S. Government Program Managers' Competencies to Manage Satellite Acquisition Programs." Thesis, Northcentral University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10603364.

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U.S. government satellite acquisition programs have continually experienced large cost overruns, schedule delays, technology development problems, and performance shortfalls, which can potentially affect national security as well as the health and safety of civilians. Government program managers play a significant role in achieving organizational objectives through the acquisition life cycle of major U.S. government programs. Prior researchers have explored the importance of program managers’ competencies. Other researchers have identified key competencies of project managers to lead and manage the projects successfully in the aerospace industry. However, not enough research was conducted to assess the U.S. government program managers’ competencies to manage complex and challenging satellite acquisition programs in combination of other program context factors above and beyond program managers’ competencies, which could moderate and affect overall program success. The purpose of this quantitative, non-experimental survey research study was to examine the relationship and importance of U.S. government program managers’ perceived hard and soft competencies needed to achieve overall program success in managing major satellite acquisition programs. Additionally, the researcher examined how the program context factors moderated the relationship between program managers’ competencies and overall program success. A web-based survey, targeting aerospace and defense professionals garnered 104 valid responses. Utilizing the competency theory framework, multiple linear regression, chi-square goodness-of-fit, and hierarchical multiple regression tests were used to analyze the study data. The survey results revealed that program managers’ both hard and soft competencies predicted overall program success, F(2, 101) = 4.085, p = .020, R2 = .075. Program managers’ soft competencies were found to be somewhat more important than hard competencies in achieving overall program success, χ 2(4) = 29.3, p < .001. Of the four program context factors, resource availability positively moderated the relationship between program managers’ soft competencies and overall program success, F(10, 93) = 2.116, p = .031, R 2 = .185. A future hypothesis-based study may be conducted for other major U.S. government defense programs or private sector programs, which may provide insight to senior management leaders into matching of program managers’ competencies to specific program contexts and program types. A qualitative study to identify the causal reasons for unsuccessful U.S. space acquisitions program outcomes may provide in-depth personal and professional perspectives of other program context factors, which may influence overall program success.

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Khan, Abdul Hamid. "Effective management development program evaluation and review technique : a study of Purdue University Engineering/Management Program." Virtual Press, 1996. http://liblink.bsu.edu/uhtbin/catkey/1041808.

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This study entitled, "Effective Management Development Program Evaluation and Review Technique," examined Purdue University Engineering/Management Program for 1995. The purpose of the program was to offer management training to a population of ninety-eight engineering managers. From a quality assurance perspective the study attempted to measure those changes that occurred in the knowledge, skills and behaviors of the participants, from before to after the program, in four levels of program effect e.g., reaction, learning, behavior and results.Responses were gathered using qualitative interviews. Evidence was gathered using Learning Skills Inventory. Behavior was gathered using Leadership Effectiveness and Adaptability Description Questionnaire. Results were gathered using Managerial Skills Questionnaire of Importance and Competence over pretest, posttest and a three-month posttest on the job.Forty-two management skills criteria were collapsed to identify seven main leadership skills for reliable evidence on the hypotheses tested: Leadership/ Organization, Human Resource Management, Financial Management, Decision Making, Strategic Planning, Negotiation and Conflict Resolution, and Managerial Communication. Important findings are summarized below. No significant differences were found in the Importance of each leadership skills:(a) by the type of company's business, (b) by the number of years of employment with the current employer, (c) by the number of years in the industry, and (d) by the type ofdegrees held by the manager (BS, MS, MBA).Significant Differences were found in the Importance of each leadership skills:by a broad range of titles, (b) by the size of company, and (c) by the number of years in current position.No significant differences were found in the Competence of each leadership skills:by the type of company's business, (b) by the size of company, (c) by the number of years in current position, (d) by the type of degrees held by the manager (BS, MS, MBA), and (e) by the number of years in the industry.Significant Differences were found in the Competence of each leadership skills:(a) by a broad range of titles and (b) by the number of years of employment with the current employer.
Department of Educational Leadership
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Johnson, Kelvin Ray. "Evaluation of Montana's Block Management Program." Thesis, Montana State University, 2006. http://etd.lib.montana.edu/etd/2006/johnson/JohnsonK0506.pdf.

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The Block Management Program, initiated in 1985, was implemented to encourage private landowners to provide free public hunting access. Currently, the program has over 1,200 landowners enrolling 8.8 million acres, and provides over 400,000 hunter days of free public hunting. Surveys were sent to 423 landowners (303 returned) and 1,636 hunters (976 returned) to evaluate current perceptions of block management area (BMA) users. Observations, expectations, and satisfaction levels were determined by calculating frequencies and means using SAS 8.2, and then comparisons between permission method strategies and between geographic regions were evaluated. Landowners were satisfied with permission methods used, numbers of hunters received annually, and with hunter limit and travel restriction rules utilized, but satisfaction levels regarding relative game abundance and harvest success were higher in Eastern Montana than in Western Montana. Hunters were very successful in gaining permission to BMAs, and were satisfied with travel restrictions encountered, but satisfaction levels regarding amounts of other hunters seen were higher on Type 2 and on Eastern Montana BMAs. Satisfaction with game abundance was higher on Eastern Montana BMAs, and was higher with harvest success on Type 2 and Eastern Montana BMAs. Program success was evident by levels of satisfaction with the various hunter management tools evaluated by this study, but some areas needed improvement, such as increased efforts to sign BMAs, improve maps, and provide refuse receptacles to further decrease hunter violations. This study also provided insight for designing strategies that meet specific preferences and expectations of program users when developing new BMAs, including permission method, hunter number management, and travel management strategies.
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Parolia, Neeraj. "ESSAYS IN OUTSOURCED IS PROGRAM MANAGEMENT." Doctoral diss., University of Central Florida, 2008. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2134.

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IS vendor organizations are increasingly using program management practices to manage complex projects (Gierra 2004). The move to program teams is due to the realization that the management of many client projects and their underlying dependencies requires teamwork among project managers from different projects (Cooke-Davies 2002; Ferratt et al. 2006; Sanghera 2007). With two separate studies, first we extend the team competence framework and utilize organizational learning theory to understand the antecedents and outcomes of teamwork behaviors. Empirical results from the first study indicated that teamwork behaviors within the program team were significantly related to an increase in team competencies of personnel development, methodology development and dissemination and customer focus. Further, the three program team competencies were a significant predictor of program outcomes. In the second study, we investigate the outcomes of conflict resolution and their impact on program performance. The results indicated that conflict resolution can enhance the level of communication, mutual support and effort among IS program members Directions for practitioners and implications for future research are discussed.
Ph.D.
Department of Management Information Systems
Business Administration
Business Administration PhD
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Books on the topic "Program management"

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Thiry, Michel. Program management. Burlington, VT: Gower, 2010.

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Thiry, Michel. Program management. Farnham, Surrey, England: Gower, 2010.

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Thompsen, Charles E. Program management. [s.l.]: Construction Management Association of America, 2008.

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Prieto, Bob. Strategic program management. McLean, VA: Construction Management Association of America (CMAA), 2008.

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Tayal, Vivek S., Michael Blaivas, and Troy R. Foster, eds. Ultrasound Program Management. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-63143-1.

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Spagnulo, Marcello, Rick Fleeter, Mauro Balduccini, and Federico Nasini. Space Program Management. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-3755-0.

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Dangelmayer, G. Theodore. ESD Program Management. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4613-1179-9.

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Dangelmayer, G. Theodore. ESD Program Management. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4615-6933-6.

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Office, General Accounting. Superfund program management. Washington, D.C: U.S. General Accounting Office, 1992.

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United States. Dept. of the Air Force, ed. Volunteer program management. [Washington, DC: Dept. of the Air Force, Headquarters, US Air Force], 1985.

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Book chapters on the topic "Program management"

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Quill, Beth E. "Program Management." In Encyclopedia of Immigrant Health, 1229–30. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4419-5659-0_615.

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Trobaugh, James J. "Program Management." In Winning Design!, 195–203. Berkeley, CA: Apress, 2010. http://dx.doi.org/10.1007/978-1-4302-2965-0_12.

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Trobaugh, James Jeffrey. "Program Management." In Winning Design!, 167–73. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2105-1_12.

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Weik, Martin H. "program management." In Computer Science and Communications Dictionary, 1349. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/1-4020-0613-6_14875.

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Tonchia, Stefano. "Program Management." In Industrial Project Management, 179–88. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-56328-1_15.

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Slotkin, Arthur L. "Program management." In Doing the Impossible, 29–53. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-3701-7_2.

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Shirley, David. "Program Management." In Project Management for Healthcare, 173–82. 3rd ed. New York: CRC Press, 2024. http://dx.doi.org/10.1201/9781003427759-20.

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Spagnulo, Marcello, Rick Fleeter, Mauro Balduccini, and Federico Nasini. "Space Program Management." In Space Program Management, 59–95. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-3755-0_2.

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Haidar, Ali D. "Program Management Perspective." In Construction Program Management – Decision Making and Optimization Techniques, 1–24. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-20774-2_1.

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Payne, F. William, and John J. McGowan. "EMCS Program Management." In Energy Management and Control Systems Handbook, 265–72. Boston, MA: Springer US, 1988. http://dx.doi.org/10.1007/978-1-4684-6611-9_17.

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Conference papers on the topic "Program management"

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McCoy, Jackie, and Scott Ironside. "Dent Management Program." In 2004 International Pipeline Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/ipc2004-0393.

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Enbridge Pipelines Inc. owns and operates the world’s longest hydrocarbon transmission system, which traverses across the varying geophysical landforms of Canada and the United States. These pipelines range in diameter from 12” to 48” and were constructed between 1950 and 2003. The wide range of pipe sizes, practices used for construction, and landforms traversed result in a very challenging Dent Management Program. Standards such as CSA Z662-99, ASME B31.4, and B31.8 provide a criterion for the selection of dents that require repair. Experience has shown that these standards do not identify all dents that have a possibility of failure due to leak or rupture. Enbridge initiated a project to study dents with BMT Fleet Technology of Kanata Ontario, this study determined that the dent geometry in addition to the depth to pipe diameter ratio affects the propensity that a dent will fail. Recent research and development by a group sponsored project lead by BMT Fleet technology on dent characterization has combined the pipeline’s cyclic pressure history with the shape of the dent to predict a time to failure. Enbridge combines these tools along with new insights from field excavations into its Dent Management Program. The Dent Management Program includes a series of prioritization’s to determine which sections of pipelines require detailed dent analysis. Typical prioritization criteria are rocky terrain, larger occurrence of third party damage, and history of numerous dents or failures. The detailed analysis utilizes the BMT Fleet “Dent Characterization Criteria” which was developed using their Finite Element Dent Assessment Model. This model considers the geometry of the dent, pipe material properties and historical pressure data to predict a time to failure for each dent. This time to failure prediction requires some additional engineering analysis depending on how close the parameters of the actual pipe are to what was validated with the model. This engineering analysis will determine which dents are selected for excavation and examination. This model has provided Enbridge with a tool to better manage its dent program, and this will be proposed as an option to improve the existing standards.
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Winkler, William R., Bruce H. Hesson, and Mark A. Shemaria. "Pipeline Management Program." In SPE/EPA Exploration and Production Environmental Conference. Society of Petroleum Engineers, 1999. http://dx.doi.org/10.2118/52698-ms.

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CURTIS, JR., F. "Program management of the F-16 program." In Aircraft Design, Systems and Operations Meeting. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1987. http://dx.doi.org/10.2514/6.1987-2962.

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Rai, Veerendra K., and N. Swaminathan. "Constructing program management framework." In 2010 4th Annual IEEE Systems Conference. IEEE, 2010. http://dx.doi.org/10.1109/systems.2010.5482471.

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Lubraico, Milton, José Carlos Frias, and Tiago De Sousa Pereira. "Vehicle Program Management Concept." In SAE Brasil 2003 Congress and Exhibit. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2003. http://dx.doi.org/10.4271/2003-01-3644.

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Visser, Robert C. "Genesis Risk Management Program." In Offshore Technology Conference. Offshore Technology Conference, 1999. http://dx.doi.org/10.4043/10799-ms.

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Zavalishchin, Dmitry. "Optimal loyalty program management." In INTERNATIONAL CONFERENCE OF COMPUTATIONAL METHODS IN SCIENCES AND ENGINEERING ICCMSE 2020. AIP Publishing, 2021. http://dx.doi.org/10.1063/5.0047837.

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Ironside, Scott D., and L. Blair Carroll. "Pipeline Dent Management Program." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27260.

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Enbridge Pipelines Inc. operates the world’s longest and most complex liquids pipeline network. As part of Enbridge’s Integrity Management Program In-Line Inspections have been and will continue to be conducted on more than 15,000 km of pipeline. The Inspection Programs have included using the most technologically advanced geometry tools in the world to detect geometrical discontinuities such as ovality, dents, and buckles. During the past number of years, Enbridge Pipelines Inc. has been involved in developing a method of evaluating the suitability of dents in pipelines for continued service. The majority of the work involved the development of a method of modeling the stresses within a dent using Finite Element Analysis (FEA). The development and validation of this model was completed by Fleet Technology Limited (FTL) through several projects sponsored by Enbridge, which included field trials and comparisons to previously published data. This model combined with proven fracture mechanics theory provides a method of determining a predicted life of a dent based on either the past or future operating conditions of the pipeline. CSA Standard Z662 – Oil and Gas Pipeline Systems provides criteria for the acceptability of dents for continued service. There have been occurrences, however, where dents that meet the CSA acceptability criteria have experienced failure. The dent model is being used to help define shape characteristics in addition to dent depth, the only shape factor considered by CSA, which contribute to dent failure. The dent model has also been utilized to validate the accuracy of current In-Line Inspection techniques. Typically a dent will lose some of its shape as the overburden is lifted from the pipeline and after the indentor is removed. Often there can be a dramatic “re-rounding” that will occur. The work included comparing the re-rounded dent shapes from a Finite Element model simulating the removal of the constraint on the pipe to the measured dent profile from a mold of the dent taken in the field after it has been excavated. This provided a measure of the accuracy of the tool. This paper will provide an overview of Enbridge’s dent management program, a description of the dent selection process for the excavation program, and a detailed review of the ILI validation work.
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Wrobel, Michal, Mark Richter, Rene Zimmermann, Holger Kiewel, and Andreas Ullrich. "Rotor Lifecycle Management Program." In ASME Turbo Expo 2014: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/gt2014-26761.

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Minimizing the maintenance costs has become an ever growing topic in the power generation industry. Consequently, OEM’s constantly increase their efforts to exploit the full lifetime potential of capital intensive components, as for instance gas turbine rotors. More than ever, it is essential to have a closed loop from the design knowledge to solid facts about the actual condition of a gas turbine rotor in the field, in order to optimize the utilization and therefore to reduce total lifecycle costs. During initial design an iterative component design process is applied, comprising of analytical calculations and component and engine tests, to design a reliable, robust and maintenance friendly component. Individual component risk profiles (i.e. failure probability and consequences) have to be taken into account during the design phase to cover uncertainties regarding the operating regime, operating conditions and environment, resulting in the minimum expected lifetime. The lifetime of gas turbine components is limited and primarily depends on factors like the operating regime, dictating the mechanical and thermal loads, actual material properties, environmental conditions and the level of maintenance. Those parameters have a scatter and also interact with each other. As a consequence the progress of component degradation varies and the individual component lifetime isn’t known in detail at the time of the design. The purpose of a Rotor Lifecycle Management Program is to detect individual component degradation early in the lifecycle, in order to exploit the maximum rotor lifetime while ensuring safe operation. Periodic monitoring and condition assessment of the individual rotor is the first step, performed during standard type C inspections and comprising of visual inspection, dimensional and advanced non-destructive measurements. Typically the monitoring schedule is based on the operating regime and the operating history of the specific rotor. The combination of the monitoring results with validated analytical design models, extensive material data and the overall gas turbine rotor fleet experience of the OEM, allows proper planning of lifetime extension measures, such as repair and reconditioning activities. Specific repair solutions for both on-site and shop applications have been developed. A rotor lifecycle management program is a „living” program. The monitoring scope and schedule as well as the repair solutions portfolio are continuously optimized and adapted as a result of detailed analysis of operating data and inspection results of the whole global fleet.
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Curole, Michael A. "Mars Risk Management Program." In Offshore Technology Conference. Offshore Technology Conference, 1997. http://dx.doi.org/10.4043/8362-ms.

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Reports on the topic "Program management"

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Carpenter, J., and B. Warner. NIF program management. Office of Scientific and Technical Information (OSTI), September 2000. http://dx.doi.org/10.2172/15002095.

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SECRETARY OF THE AIR FORCE WASHINGTON DC. Publications Management Program. Fort Belvoir, VA: Defense Technical Information Center, May 2002. http://dx.doi.org/10.21236/ada405032.

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SECRETARY OF THE AIR FORCE WASHINGTON DC. Forms Management Program. Fort Belvoir, VA: Defense Technical Information Center, June 2000. http://dx.doi.org/10.21236/ada405038.

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SECRETARY OF THE AIR FORCE WASHINGTON DC. Records Management Program. Fort Belvoir, VA: Defense Technical Information Center, December 1998. http://dx.doi.org/10.21236/ada405204.

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CORPS OF ENGINEERS WASHINGTON DC. Army Programs: USACE Internal Management Control Program. Fort Belvoir, VA: Defense Technical Information Center, May 1992. http://dx.doi.org/10.21236/ada403234.

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DEFENSE ACQUISITION UNIV FT BELVOIR VA. Joint Program Management Handbook. Fort Belvoir, VA: Defense Technical Information Center, July 2004. http://dx.doi.org/10.21236/ada437767.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Management: Commercial Activities Program. Fort Belvoir, VA: Defense Technical Information Center, October 1997. http://dx.doi.org/10.21236/ada401789.

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CORPS OF ENGINEERS WASHINGTON DC. Management: Commercial Activities Program. Fort Belvoir, VA: Defense Technical Information Center, December 1987. http://dx.doi.org/10.21236/ada403074.

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Gravois, Melanie. ISSUES MANAGEMENT PROGRAM MANUAL. Office of Scientific and Technical Information (OSTI), June 2007. http://dx.doi.org/10.2172/914501.

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Wells, D. G. Groundwater Protection Management Program. Office of Scientific and Technical Information (OSTI), October 1999. http://dx.doi.org/10.2172/14081.

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