Journal articles: '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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Estes, W. Eugene. "Engineering program management." Engineering Management International 3, no. 4 (January 1986): 291–92. http://dx.doi.org/10.1016/0167-5419(86)90031-1.

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Tagarev, Todor. "Introduction to Program-based Defense Resource Management." Connections: The Quarterly Journal 05, no. 1 (2006): 55–69. http://dx.doi.org/10.11610/connections.05.1.05.

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Netland, Torbjørn H. "Managing strategic improvement programs: the XPS program management framework." Journal of Project, Program & Portfolio Management 3, no. 1 (September 23, 2012): 31. http://dx.doi.org/10.5130/pppm.v3i1.2556.

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Multinational corporations are introducing holistic company-specific production systems (XPSs) in order to improve the productivity of their global manufacturing networks. XPSs are multi-plant improvement programs that are coordinated from the corporate headquarters and implemented in all subsidiaries of the firm. However, research and practice show that the implementation of process improvement programs is a challenging task that often ends up unsuccessful despite good intentions and substantial resource investments. In this paper, I investigate how program management theory can help provide deployment guidelines for successful XPS implementation in global firms. I am proposing an XPS program management framework, which has been developed through merging program management theory with descriptions of real-life XPSs. It is suggested that the structured approach found in project-based program management literature can be partly adapted to strategic programs such as the XPS. This paper contributes to program management theory by enhancing our understanding of how strategic programs, such as XPSs, differ from other more project-based types of programs. Secondly, it contributes to the process improvement literature with practical management guidelines for XPS deployment adapted from program management theory.

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Rubin, Linda J. "Industrial Hygiene Programs Management, VII: Industrial Hygiene Program Documentation." Applied Industrial Hygiene 3, no. 12 (December 1988): F—18—F—19. http://dx.doi.org/10.1080/08828032.1988.10390330.

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Smith, John F. "Dry cow management program." Kansas Agricultural Experiment Station Research Reports, no. 2 (January 1, 1987): 8–10. http://dx.doi.org/10.4148/2378-5977.3023.

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Jakupova, Dinara. "YOUTH POLICY PROGRAM MANAGEMENT." Public Administration and Civil Service, no. 1-76 (March 31, 2021): 19–31. http://dx.doi.org/10.52123/1994-2370-2021-76-1-58.

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The article presents a brief overview of management effectiveness assessments by foreign and Russian researchers; the methodology of SIA (Social Impact Assessment) – assessment of social consequences in the implementation of development, methods of evaluating projects and programs (Global Youth Development Index and Global Youth Welfare Index). The experience of Kazakhstan (YDI and YWI indicators) is described; the experience of foreign countries and the EAEU countries is analyzed. It is proved that the existing problem in the field of public administration of youth policy programs is the lack of certain criteria and performance indicators that are not properly regulated and not fixed at the legislative level in Kazakhstan and other CIS/EAEU countries. In this regard, it is recommended to identify specific indicators for the effectiveness of the implementation of the state youth policy in the Republic of Kazakhstan; to test them based on the results of the activities of a particular region of the Republic of Kazakhstan to develop recommendations for improving the manageability of youth programs.

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Petre, Kay, and Joanne Gatto. "LIFESTEPS: Weight Management Program." Journal of the American Dietetic Association 87 (September 1987): S—26—S—29. http://dx.doi.org/10.1016/s0002-8223(21)03268-5.

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Wirtz, Matthew. "Optimizing Capital Program Management." Proceedings of the Water Environment Federation 2014, no. 1 (October 1, 2014): 1–20. http://dx.doi.org/10.2175/193864714816101163.

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Matuszowicz, Peter F. "Philosophy in Program Management." Adult Learning 11, no. 2 (March 2000): 17–19. http://dx.doi.org/10.1177/104515959901100206.

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McCall, Michael, and Dave McMahon. "Customer Loyalty Program Management." Cornell Hospitality Quarterly 57, no. 1 (December 17, 2015): 111–15. http://dx.doi.org/10.1177/1938965515614099.

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BLAKE, KIMBERLY. "Rehabilitation Nursing Program Management." Nursing Management (Springhouse) 22, no. 1 (January 1991): 42–44. http://dx.doi.org/10.1097/00006247-199101000-00015.

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Estaville, Lawrence E., Brock J. Brown, and Sally Caldwell. "Geography Undergraduate Program Management." Journal of Geography 105, no. 5 (September 2006): 198–208. http://dx.doi.org/10.1080/00221340608978687.

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&NA;. "HEALTH CARE MANAGEMENT PROGRAM." Journal of Ambulatory Care Management 10, no. 2 (May 1987): 86. http://dx.doi.org/10.1097/00004479-198705000-00016.

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&NA;, &NA;. "HEALTH CARE MANAGEMENT PROGRAM." Health Care Manager 5, no. 3 (April 1987): 90. http://dx.doi.org/10.1097/00126450-198704000-00011.

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McDonough, Paul G., and Anthony E. Reading. "Donor Insemination Program Management." Fertility and Sterility 53, no. 2 (February 1990): 382. http://dx.doi.org/10.1016/s0015-0282(16)53305-6.

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Eckardt, J., D. Breitenfeld, K. Krieger, and T. Gurrister. "Successful stuttering management program." Journal of Fluency Disorders 25, no. 3 (September 2000): 200. http://dx.doi.org/10.1016/s0094-730x(00)80237-5.

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Lehenbauer, Terry W. "Dairy Herd Management Program." Veterinary Clinics of North America: Food Animal Practice 3, no. 3 (November 1987): 537–44. http://dx.doi.org/10.1016/s0749-0720(15)31127-0.

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Widgerow, Alan D., Laurence A. Chait, Pieter J. Stals, Rene Stals, and Geoffrey Candy. "Multimodality Scar Management Program." Aesthetic Plastic Surgery 33, no. 4 (December 2, 2008): 533–43. http://dx.doi.org/10.1007/s00266-008-9276-x.

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Kong, Jian Pei, Linda Jok, Azlee Bin Ayub, and Rawa Ak Bau. "Worksite weight management program." Nutrition & Food Science 47, no. 4 (July 10, 2017): 490–510. http://dx.doi.org/10.1108/nfs-08-2016-0132.

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Purpose This study aims to pilot test a new multi-component worksite intervention for weight loss in a primary healthcare setting. Design/methodology/approach This randomized trial involved 88 participants (43, 45; intervention, control group). The intervention group enrolled in a 12-week lifestyle program that involved modification of dietary intake by community Registered Dietitian (RDs) and increasing high-intensity interval training (HITT) with motivational interviewing (MI) to support changes. The control group received traditional counselling and weekly aerobic exercise from Medical Officer and physiotherapist. The primary outcome measure was the changes in body weight. Secondary measures were changes in blood pressure, fasting blood glucose, fasting blood lipid and dietary changes. Assessments were repeated at a three-month interval. Findings There was a significant reduction in body weight and waist circumference within groups. Intervention group demonstrated a significant improvement in all cardiometabolic risk factors. This study showed that primary healthcare setting can be successful locations in promoting short-term health benefits. RDs were more successful and HITT appeared to be a favorable workout with MI in achieving drastic weight loss. Research limitations/implications The short-term worksite intervention and not recording of body composition were the major drawbacks in this study. Originality/value The efficacy of multi-component worksite intervention (Diet–HITT–MI) in primary healthcare setting has not been clearly defined.

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Schwarz, C., and C. Pothier. "Commercial ATS program management." IEEE Aerospace and Electronic Systems Magazine 17, no. 12 (December 2002): 3–6. http://dx.doi.org/10.1109/maes.2002.1145729.

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31

Levin, Ginger. "Book Review: Program Management." Project Management Journal 42, no. 2 (March 2011): 95. http://dx.doi.org/10.1002/pmj.20233.

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McMaine, Ronald C. "Mapping Program Improves Management." Opflow 13, no. 8 (August 1987): 4–5. http://dx.doi.org/10.1002/j.1551-8701.1987.tb01185.x.

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Wills, John C., and Herbert R. Miller. "The opportunity management program." Performance + Instruction 30, no. 1 (January 1991): 5–8. http://dx.doi.org/10.1002/pfi.4170300103.

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Beaudway, Deborah L. "3M: A Disability Management Approach." Journal of Applied Rehabilitation Counseling 17, no. 3 (September 1, 1986): 20–22. http://dx.doi.org/10.1891/0047-2220.17.3.20.

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A disability management program was initiated at 3M Corporation in 1980. The program had as its main purpose to control disability costs by returning disabled employees to work. 3M's disability management program is staffed by a disability program manager, a worker's compensation supervisor, a rehabilitation supervisor, and four disability programs coordinators. The staff is responsible for identifying and monitoring employees who are off work for an extended period of time and therefore receiving disability benefits. In conclusion, the author provides a case study that illustrates the use of the disability management approach at the workplace.

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Cowie, Robert L., Lisa Cicutto, and Louis-Philippe Boulet. "Asthma Education and Management Programs in Canada." Canadian Respiratory Journal 8, no. 6 (2001): 416–20. http://dx.doi.org/10.1155/2001/163629.

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OBJECTIVE: To establish the number and type of asthma patient education programs throughout Canada.DESIGN: National survey.SETTING: Canada.METHODS: Over a three-year period, contact was made with individuals and groups offering educational services for patients with asthma. Education given as part of a physician's consultation or a pharmacist's dispensing of medications for asthma was not considered a patient education program for the purposes of the survey. Contact was initially established by asking staff from well known asthma programs to provide lists of other such programs in their provinces or regions. Asthma programs were also identified from notices presented at Canada's Third and Fourth National Conferences on Asthma and Education. Lung associations, lay organizations and industry representatives affiliated with the Canadian Network for Asthma Care helped to supplement the list. Once identified, each patient education program was contacted by telephone and by mail to complete a 26-item questionnaire about their program. The province of Quebec was not included in the survey because it already had a province-wide, structured asthma education program and register.RESULTS: Seventy-four asthma education and management programs were identified outside Quebec. Staff in these programs were registered nurses (n=46), respiratory therapists (n=48) and other health professionals (n=21). Forty-one programs stated that at least one member of their staff had been trained as an asthma educator. In 71 programs, the initial patient encounter was of at least one hour's duration. Physician referral was required by 41 programs. The province of Quebec has a joint asthma education program provided by 114 asthma education centres throughout the province under the umbrella of the Quebec Asthma Education Network (QAEN). This comprehensive program is provided in hospitals and community centres by specialized educators - nurses, pharmacists or respiratory therapists - to patients referred by their physicians.CONCLUSIONS: A three-year search for asthma education programs in Canada identified 74 patient education programs (outside Quebec) for an asthma population estimated to exceed 1.2 million. For the province of Quebec, an integrated asthma education program is provided through a network of 114 education centres - the QAEN. The present survey shows that there has been progress in establishing asthma education programs in Canada, although there are significant regional differences in the availability of such programs.

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Lainjo, Bongs. "Enhancing Program Management with Predictive Analytics Algorithms (PAAs)." International Journal of Machine Learning and Computing 9, no. 5 (October 2019): 539–53. http://dx.doi.org/10.18178/ijmlc.2019.9.5.838.

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Dong, Shuang, and Qing Hua He. "Exploration of Cloud Computing in the Program Management." Applied Mechanics and Materials 71-78 (July 2011): 4188–93. http://dx.doi.org/10.4028/www.scientific.net/amm.71-78.4188.

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Since the eighties of last century, the single individual project is gradually taken place by programs. The program management challenges the traditional methods and technologies for management as programs are much more complex than the single individual projects. In order to improve the program management performance, the essay comes up with the adoption of the new information technology cloud computing in program management. Based on the example of Shanghai 2010 Expo, we come to the conclusion that the application of cloud computing can highly improve the performance of program management with its powerful capacity.

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Detira, Zahara, and Vishnu Juwono. "Strategic Management in Realizing Early Prevention and Management Programs for Solok Natural Disaster Victims." Interdisciplinary Social Studies 2, no. 10 (July 26, 2023): 2488–94. http://dx.doi.org/10.55324/iss.v2i10.486.

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Background: The Solok district regional disaster management agency (BPBD) has an obligation in handling natural disasters which is directly responsible to the community by holding activities in the form of education and outreach to natural disasters in the form of training programs held directly by the Solok district BPBD, in carrying out this activity the Solok district BPBD conducts strategic management to assist in running the program so that the program can run well according to the target by making the vision and mission a benchmark in program implementation. Aim: This study aims to determine the strategies and strategic management processes carried out by BPBD Solok district so that early prevention programs and relief for victims of natural disasters can be realized. Methods: This study used a qualitative approach with in-depth interview research methods to BPBD Solok district employees and direct observation at the BPBD Solok district. Findings: The results of this study explain the positive impact given in program implementation by conducting strategic management of activities by conducting a SWOT analysis. With strategic management, it is necessary to socialize the Solok district BPBD to the public regarding the Solok district BPBD programs.

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Silva, Iara Sibele, Patrícia Bernardes, Felipe Diniz Ramalho, Petr Iakovlevitch Ekel, Carlos Augusto Paiva da Silva Martins, and Matheus Pereira Libório. "Continuous results-driven innovation management program." Revista de Gestão 26, no. 4 (October 21, 2019): 389–408. http://dx.doi.org/10.1108/rege-01-2019-0006.

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Purpose The purpose of this paper is to present the innovation management program (IMP) (FAZ Program) and analyze its results according to the public policy goals that support it (Pró-Inova) suggesting improvements. Design/methodology/approach Intensive-direct-observation method in 43 companies; systematic data gathering and analysis (172 meeting documents); and innovation maturity diagnostics in 30 companies between August 2013 and May 2016. Findings The FAZ Program success rate according to the Pró-Inova goals achieved 81 percent. The percentage of completion of FAZ activities decreases during its implementation from 100 percent (strategic module) to 74 percent (management module) and ending at 46 percent (project module). The maturity for innovation of these committees/teams is decisive for those percentages. Companies whose maturity for innovation of the strategic committee and the organizational team are above average or excellent have, respectively, 1.8 and 1.7 times greater probability of implementing the program successfully. Research limitations/implications The FAZ Program represents only 4 percent of the programs supported by Pró-Inova. The innovative products, processes and businesses produced by the FAZ Program implementation are not measured. These innovations usually happen several years after an innovative management models implementation. Practical implications The maturity for innovation diagnosis is useful both to evaluate the company’s innovation capacity and to predict its chances of implementing the program successfully. Adjusting the structure of the model (e.g. PDCA cycle for the organizational module) and improving the program’s implementation (e.g. ensure management module resources and maturity for innovation capacity) can increase the program’s success rate. Originality/value Previous research works on IMPs supported by Pro-Inova focus on describing their methodology or benefits. The results allow answering what and how one of these programs offers in a return to the public innovation support received.

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Miterev, Maxim, Mats Engwall, and Anna Jerbrant. "Exploring program management competences for various program types." International Journal of Project Management 34, no. 3 (April 2016): 545–57. http://dx.doi.org/10.1016/j.ijproman.2015.07.006.

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Widyaningrum, Lulut. "Membudayakan Literasi Berbasis Manajemen Sekolah (Aplikasi, Tantangan dan Hambatan)." Dimas: Jurnal Pemikiran Agama untuk Pemberdayaan 16, no. 1 (July 18, 2016): 125. http://dx.doi.org/10.21580/dms.2016.161.895.

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This Community services activity to build a reading habituation program based on school management is implemented to equip language teachers about some programs to promote reading as habitual activities in schools. In addition, it is also to provide principals and Islamic boarding school headmastersabout MBS (School Based Management) to promote that the whole program could be implemented to get the full support of the school management. Some programs held by the schools and Madrasahs are Membaca Massal, Program Hebat, JUMBACA and Sarapan Pagi. As a result, the whole schools have implemented the programs supported by school managements. All schools were very enthusiastic about the whole program of this devotion and set all the programs as the official programs in thye school. Kegiatan pengabdian membangun budaya literasi membaca berbasis manajemen sekolah ini dilaksanakan untuk membekali para guru bahasa tentang program-program pembiasaan membaca. Selain itu, untuk membekali para kepala sekolah dan kepala madrasah tentang MBS (Manajemen Berbasis Sekolah) dengan harapan bahwa seluruh program yang dilaksanakan bisa mendapatkan dukungan sepenuhnya dari pihak manajemen sekolah. Beberapa program yang dilaksanakan oleh sekolah dan madrasah antara lain adalah Membaca Massal, Program Hebat, JUMBACA (Jumat Membaca) dan Sarapan Pagi.Hasilnya, seluruh sekolah telah melaksanakan program untuk membangunbudaya literasi membaca dengan dukungan sepenuhnya dari kepala sekolah/madrasah. Pihak sekolah merasa sangat antusias dengan seluruh pelaksanaan program pengabdian ini dan mencanangkan program-program tersebut sebagai program resmi sekolah.

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REUTER, KIM E., DANIEL JUHN, and HEDLEY S. GRANTHAM. "Integrated land-sea management: recommendations for planning, implementation and management." Environmental Conservation 43, no. 2 (February 15, 2016): 181–98. http://dx.doi.org/10.1017/s0376892916000023.

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SUMMARYMarine, freshwater and terrestrial ecosystems face increasing anthropogenic threats that are exacerbated by the ecological connectivity between realms; integrated land-sea management (ILSM) is a framework that can help address this connectivity. However, gaps in our knowledge regarding ILSM remain. This study reviewed 108 relevant studies to understand how ILSM is being utilized. Summarized are: (1) characteristics of integrated land-sea programs; (2) recommendations made from the literature for program planning, implementation and management; (3) how applied programs have been planned, implemented and managed; and (4) recommendations for undertaking ILSM. It was found that applied programs did not often adhere to the strategies recommended by theoretical papers. Applied programs were less likely than theoretical papers to specifically name the land-sea connection, over 50% did not apply a framework or governance approach, many did not include key stakeholders, and over 80% listed at least one conflict or hurdle that decreased program success. This study highlighted the difficulties of undertaking ILSM given the high number of stakeholders, government agencies and experts involved. Based on the findings, recommendations for future ILSM programs are provided.

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Gourley, Dick R. "Service Program Management: Management of Clinical Skills." American Journal of Pharmaceutical Education 59, no. 2 (1995): 196–201. http://dx.doi.org/10.1016/s0002-9459(24)04408-5.

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Cabral, Thiago Luiz de Oliveira, Fernanda Cristina da Silva, Andressa Sasaki Vasques Pacheco, and Pedro Antônio de Melo. "ALUMNI MANAGEMENT: GUIDELINES FOR A POSTGRADUATE PROGRAM." Revista Alcance 29, no. 2(Mai/Ago) (November 18, 2022): 156–72. http://dx.doi.org/10.14210/alcance.v29n2(mai/ago).p156-172.

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Objective: this paper aimed to propose guidelines for the management of the relationship with alumni of a Brazilian Postgraduate Program in Administration. Methodology: qualitative research, based on interviews with coordinators and consultation of Lattes curricula of graduates of the program studied, as well as analysis of documents, reports and alumni portals of the best evaluated programs in the area. Results: proposition of guidelines for managing the alumni relationship based on categories resulting from the qualitative analysis carried out: awareness and prioritization by the Program; student awareness; monitoring of graduates; communication; maintaining the link; and monitoring of results. Limitations of the research: this study is limited to the area of Administration, although it may serve as a basis for the strategic management of postgraduate programs in a more comprehensive way, with the necessary adaptations to their realities. Originality: this paper promotes a discussion on the alumni management in postgraduate studies, expanding theory and knowledge about university management and proposing a practical guide for managing the relationship with alumni of postgraduate programs.

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Näsholm, Malin H., and Tomas Blomquist. "Co-creation as a strategy for program management." International Journal of Managing Projects in Business 8, no. 1 (January 5, 2015): 58–73. http://dx.doi.org/10.1108/ijmpb-10-2013-0063.

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Purpose – Little attention has been paid to the initial development of programs. The purpose of this paper is to explore co-creation as an alternative strategic approach for program management. Co-creation of programs means that the projects within the program are created by the users and producers of the projects. Design/methodology/approach – The paper is based on a case study of the co-creation approach of the Umeå 2014 European Capital of Culture program. The empirical material analyzed consists of qualitative interviews with members of the Umeå 2014 team and the politicians involved, as well as secondary data on the program. Findings – The Umeå 2014 Capital of Culture program takes the form of a platform that makes meetings and interactions possible. Co-creation allows for creative cultural projects to emerge, but the program becomes reliant on the different actors involved. Balancing dilemmas of multiple stakeholders and maintaining control while enabling the emergence of ideas is key. Practical implications – These findings have practical implications for the management of more emergent program structures. A flexible organization with guiding values and criteria to balance the different projects can be used to achieve program goals when multiple stakeholders have their own agendas. Originality/value – This paper contributes to research on program management by introducing the concept of co-creation as a strategic approach for program management. The creative and innovative benefits of co-creation can be reached in the development of programs but other challenges for their management are involved.

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Sekuła, Przemysław. "Zarządzanie programami według Program Management Institute." Barometr Regionalny. Analizy i Prognozy 12, no. 2 (October 31, 2014): 147–55. http://dx.doi.org/10.56583/br.1066.

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Celem artykułu jest przedstawienie standardu zarządzania programami „The Standard of Program Management” opracowanego przez Program Management Institute. Artykuł oparty jest o trzecią wersję standardu opracowaną w 2006 r. Pierwsze dwa rozdziały mają charakter wprowadzenia teoretycznego i wyjaśniają pojęcie programu oraz miejsce zarządzania programami w standardach PMI. Dalsza część artykułu to skrócony opis standardu, oparty na strukturze zaproponowanej przez PMI (tematy, cykl życia i procesy). Informacje przedstawione w tej części mają charakter praktyczny i mogą być wykorzystywane podczas podejmowania decyzji dotyczących wdrożenia standardu.

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Alshanbri, Nawaf, Malik Khalfan, M. Ali Noor, Debopriya Dutta, Kevin Zhang, and Tayyab Maqsood. "Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program." International Journal of Social Science and Humanity 5, no. 8 (2015): 701–6. http://dx.doi.org/10.7763/ijssh.2015.v5.543.

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McKillop, Mollie, Jane Snowdon, Van C. Willis, Shira Alevy, Rubina Rizvi, Karen Rewalt, Charlyne Lefebvre-Paillé, William Kassler, and Gretchen Purcell Jackson. "A System to Support Diverse Social Program Management." JMIR Medical Informatics 9, no. 8 (August 30, 2021): e23219. http://dx.doi.org/10.2196/23219.

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Background Social programs are services provided by governments, nonprofits, and other organizations to help improve the health and well-being of individuals, families, and communities. Social programs aim to deliver services effectively and efficiently, but they are challenged by information silos, limited resources, and the need to deliver frequently changing mandated benefits. Objective We aim to explore how an information system designed for social programs helps deliver services effectively and efficiently across diverse programs. Methods This viewpoint describes the configurable and modular architecture of Social Program Management (SPM), a system to support efficient and effective delivery of services through a wide range of social programs and lessons learned from implementing SPM across diverse settings. We explored usage data to inform the engagement and impact of SPM on the efficient and effective delivery of services. Results The features and functionalities of SPM seem to support the goals of social programs. We found that SPM provides fundamental management processes and configurable program-specific components to support social program administration; has been used by more than 280,000 caseworkers serving more than 30 million people in 13 countries; contains features designed to meet specific user requirements; supports secure information sharing and collaboration through data standardization and aggregation; and offers configurability and flexibility, which are important for digital transformation and organizational change. Conclusions SPM is a user-centered, configurable, and flexible system for managing social program workflows.

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Ironsi, Chinaza Solomon. "EFL Program Management in Turkish Cypriot Educational Context." International Journal of Asian Education 2, no. 1 (March 1, 2021): 25–36. http://dx.doi.org/10.46966/ijae.v2i1.82.

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This study is carried out to examine EFL program managers’ working conditions, eliciting information on their views on EFL program management within the Turkish Cypriot context. This study also upholds that an understanding of their perceptions as EFL program managers will help create a better working condition and improve EFL programs and instruction, characterized by excessive proliferation of language centers that put profit-making as their utmost priority. Two research questions were utilized to investigate EFL program managers’ challenges and barriers while managing foreign language institutes and centers. The study adopted a qualitative research design approach; 45 EFL program managers and coordinators with international qualifications with over ten years of experience were purposefully sampled and recruited as participants for this study. A semi-structured interview was the instrument for data collection, which experts validated to ensure it measures what it purports to measure. Data collected were transcribed and analyzed through thematic analysis to uncover themes used to define and interpret findings. This study’s findings indicate that the absence of professional expertise, training/retraining programs, resource availability, and competition from other universities were the significant challenges EFL program managers face while carrying out their duties. It was also unveiled that over monetization of EFL programs within institutions brings about challenges in program management. Recommendations were given to bridge these gaps.

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Townsend, Nigel, Kimberley Baldry, David Crossman, Richard Cullen, Mark Doubell, Tim Ingleton, Kevin Mackay, et al. "AUSSEABED: A NATIONAL PROGRAM OF COLLABORATION TO MAXIMISE AUSTRALIA’S SEABED MAPPING EFFORTS." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 174. http://dx.doi.org/10.9753/icce.v37.management.174.

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High quality seabed data are fundamental to a wide range of engineering, management and science research applications stretching from shallow-water coastal environments, across the shelf and out on to the abyssal sea floor. Coastal applications require high-resolution, quality bathymetry data to support models for understanding currents and waves, sediment transport and erosion, hazard and risk assessment as well as ensuring safe navigation and informing development associated with infrastructure and commercial projects. Combined with other seabed data types, the information supports research around changing climate and marine biodiversity and provides development opportunities associated with energy and food production in support of the Blue Economy.

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Journal articles on the topic 'Program management'

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