Journal articles: 'Project AHEAD'

1

Vastag, B. "Project Bioshield Moves Ahead." JAMA: The Journal of the American Medical Association 290, no. 5 (August 6, 2003): 590—a—590. http://dx.doi.org/10.1001/jama.290.5.590-b.

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Sinha, Anamika, Biju Varkkey, and Priyanka Dave. "Project Nirman: The Way Ahead." South Asian Journal of Business and Management Cases 7, no. 1 (March 22, 2018): 53–67. http://dx.doi.org/10.1177/2277977918759871.

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Project Nirman by SAATH, a Gujarat-based NGO, aimed at empowering and training migrated workmen as masons, carpenters and electricians as per industry requirements. The project was funded by Bosch India Foundation. Although all aspects of the pilot project were successfully tested for sustainability, continuous funding remained a challenge. The project’s protagonist wanted to upscale operations but was facing a dilemma. While exploring options for sustainability on a continuum of dependency to complete self-sufficiency, the protagonist became increasingly aware of roles and identities of each partner in such alliances. Some peripheral dilemmas like challenges in identifying a socially relevant project, upscaling the pilot project, identifying team capabilities for growth and need for value integration by different stakeholders for desired growth were noted. This case closes by questioning on how strategic alliances should be made so that the four partners — government, community, Non-government Organization and corporate — learn to coexist with mutual respect.

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3

Court-Dobson, Christopher. "Hazards Ahead?" Traffic Technology International 2024, no. 1 (January 2024): 26–32. http://dx.doi.org/10.12968/s1356-9252(24)40032-4.

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4

Koenig, R. "Reactor Project Presses Ahead Despite Protests." Science 269, no. 5224 (August 4, 1995): 628–29. http://dx.doi.org/10.1126/science.269.5224.628.

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5

HEYLIN, MICHAEL. "Project for Disabled Chemists Moves Ahead." Chemical & Engineering News 69, no. 7 (February 18, 1991): 39–42. http://dx.doi.org/10.1021/cen-v069n007.p039.

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6

Feder, Toni. "Middle East Synchrotron Project Moves Ahead." Physics Today 53, no. 2 (February 2000): 52–53. http://dx.doi.org/10.1063/1.4808480.

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7

Grant, Alex. "Light Years Ahead." Electric and Hybrid Vehicle Technology International 2021, no. 3 (November 2021): 40–44. http://dx.doi.org/10.12968/s1467-5560(22)60256-2.

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Following an intensive 12-month research project, Group Lotus has the foundations for a new line-up of lightweight electric sports cars – a development which, it claims, is as significant as the platform beneath the original Elise

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8

Hopmere, Michael, Lynn Crawford, and Michael S. Harré. "Proactively Monitoring Large Project Portfolios." Project Management Journal 51, no. 6 (September 13, 2020): 656–69. http://dx.doi.org/10.1177/8756972820933446.

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The discipline of project management has evolved over the years, yet projects still run into trouble, failing entirely, running late, or not delivering expected benefits. Program and portfolio managers need assistance identifying potentially troubled projects while they are being delivered, allowing time to intervene. We report on our investigation of whether project status reports from IT project portfolios can be used to predict projects that may be trending into trouble ahead of time. We found that this initial approach resulted in a high degree of accurate predictions opening new avenues of research in predicting project progress and health.

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9

Narayanasuwami, C. "Institution Building for Development: Lessons Learned and Tasks Ahead." Asian Development Review 09, no. 02 (January 1991): 137–55. http://dx.doi.org/10.1142/s0116110591000131.

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It is now widely recognized that the availability of physical, technical and financial resources is not a sufficient condition for successful socioeconomic development. The strengths and weaknesses of institutions as well as behavioral factors play a significant role in determining the nature and pace of the development process. The link between project performance and institutional development has been increasingly evident in development projects financed solely by national governments or with assistance from bilateral and multilateral agencies. It has been generally noted that many failures in development projects are not only due to production or technological inadequacies but also to institutional deficiencies, largely because self-sustaining capacity to implement projects is not given due emphasis at the time of project formulation. Studies of rural development in Asia have confirmed that inadequacies in the institutional framework have hindered the effective implementation of rural development programs…

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10

Dalton, Rex. "Go-ahead for San Andreas drilling project…" Nature 401, no. 6748 (September 1999): 5. http://dx.doi.org/10.1038/43251.

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11

Roberts, L. "Tough times ahead for the genome project." Science 248, no. 4963 (June 29, 1990): 1600–1601. http://dx.doi.org/10.1126/science.2363046.

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12

Williams, Terry M. "Systemic project risk management - the way ahead." International Journal of Risk Assessment and Management 1, no. 1/2 (2000): 149. http://dx.doi.org/10.1504/ijram.2000.001497.

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13

Bangle, Kerry. "The importance of faster project delivery: reflections on the UK’s Project Speed." Proceedings of the Institution of Civil Engineers - Civil Engineering 175, no. 2 (May 2022): 51. http://dx.doi.org/10.1680/jcien.2022.175.2.51.

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There are very few examples of UK infrastructure projects that have finished ahead of schedule. Kerry Bangle of WSP warns that a single-minded focus on speed does not necessarily lead to projects being completed any quicker – people, pathfinders and risk also need to be considered.

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14

Mejia-Villa, Andres, and José Antonio Alfaro-Tanco. "Action Research Projects: one step ahead in the researcher-practitioner relationships." WPOM-Working Papers on Operations Management 8 (June 7, 2017): 191. http://dx.doi.org/10.4995/wpom.v8i0.7660.

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<p class="Abstract">This study pretends to highlight the usefulness of developing action research (AR) projects as a way to develop a set of integrated studies based on a dual contribution: academic and managerial ones. The concept of AR Project goes one step ahead in terms of AR methodology as an extended case study. We describe an specific AR Project associated to a doctoral theses in the field of innovation intermediation. As main results, we have learned from this experience that (1) the relationship between researchers and practitioners must be collaborative and based on trust and commitment, (2) an AR Project is broader and more complex than a case study, (3) the diffusion of research results must be differentiated for practitioners and academics, and finally, (4) the AR Project is an open and collaborative innovation practice.</p>

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15

Szreder, Jarosław, Piotr Walentynowicz, and Piotr Sycz. "Adaptative Project Framework as a Development Project Management Method on the Example of the Kashubska Ostoja Project." Real Estate Management and Valuation 27, no. 1 (March 1, 2019): 5–14. http://dx.doi.org/10.2478/remav-2019-0001.

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Abstract The article focuses on a synthetic assessment of the validity of the application of certain methodologies in the management of development projects (including TPM, APF, APM)1. The authors, after discussing the basic assumptions of traditional methodologies and so-called “agile” ones, present the results of a development project implemented using the adaptive approach (Adaptative Project Framework). As the presented project was successful (full implementation of its assumptions ahead of time and with financial success), it was used as a basis on which the authors present the specificity of an adaptive approach in the management of development projects along with its critical analysis. The final result of the considerations is the presentation of the advantages and limitations of the application of such an approach to the management of development projects.

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16

Jayaraman, K. S., and Colin Macilwain. "India moves ahead cautiously on US AIDS project." Nature 363, no. 6427 (May 1993): 294. http://dx.doi.org/10.1038/363294b0.

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17

Gibson, G. Edward, Alison Davis-Blake, Kevin E. Dickson, and Brian Mentel. "Workforce Demographics among Project Engineering Professionals—Crisis Ahead?" Journal of Management in Engineering 19, no. 4 (October 2003): 173–82. http://dx.doi.org/10.1061/(asce)0742-597x(2003)19:4(173).

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18

Berger, A. "Human genome project to complete ahead of schedule." BMJ 317, no. 7162 (September 26, 1998): 834. http://dx.doi.org/10.1136/bmj.317.7162.834a.

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19

Nair, Gopakumar G. "THE JOURNEY SO FAR AND THE ROADMAP AHEAD." INDIAN DRUGS 58, no. 01 (April 30, 2021): 5–6. http://dx.doi.org/10.53879/id.58.01.p0005.

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Dear Reader, Current Covid times are introspection times, too. When the Human Genome Project was initiated in 1990, for determining the basic pairs that make up DNA and for identifying and mapping the entire genes of the human genome, the hue and cry made by the Indian NGOs kept India out of the project, at lease officially. Approximately, 20 research institutions globally, including some from China and Russia later, participated during the 13 years of the project, which concluded in 2003. The participating countries and institutions made major contributions and consequently became beneficiaries of great progress and major strides in genomic research. While China was already participating from 1990 and Russia joined in 2000, India realised the need and importance of moving into this field at the turn of the millennium. The 100K Pathogen Genome Project launched in 2012 in USA and the 100,000 Genomes Project, also of late 2012, by UK carried forward the genome project initiatives. The countries who took early initiatives were immensely benefited through major breakthroughs. For good (or bad?), China outpaced India in genomic research and was rewarded immensely through funding from major global investors. What about India? Better late than never. The DBT in India initiated the Genome India Project in January, 2020 with the aim of collecting a moderate 10,000 human genetic samples from across India to build a reference genome. Fortunately, the vociferous NGO lobbies have probably realised their folly in opposing the genome project participation by India in the 1990s and the Indian project of 2020 will hopefully progress.

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20

Rahimi, Matt, Thomas P. Kenworthy, and Jaydeep Balakrishnan. "An Analysis of Innovation in Oil and Gas Projects." Project Management Journal 49, no. 5 (August 22, 2018): 64–84. http://dx.doi.org/10.1177/8756972818788773.

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We examine the effects of predictors from the firm, project, and individual levels on innovative behavior within oil and gas projects. The theory and propositions tested in this study stem from extant work on (1) innovation in poor performance conditions and (2) the availability of slack resources. The research findings revealed that innovative behaviors were present regardless of size, type, and project performance level. Further, it appears that the relationship between slack and innovation depends on when the innovation is introduced (i.e., when project performance is ahead of, or behind, a plan). Finally, the existence of innovation in (1) under-performing projects did not appear to exert any influence on project outcome, and (2) over-performing projects appeared to exert a negative influence on project outcome.

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21

Schoots, Fieke, Laurents Sesink, Peter Verhaar, and Floor Frederiks. "Implementing a Research Data Policy at Leiden University." International Journal of Digital Curation 12, no. 2 (May 11, 2018): 256–65. http://dx.doi.org/10.2218/ijdc.v12i2.575.

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In this paper, we discuss the various stages of the institution-wide project that lead to the adoption of the data management policy at Leiden University in 2016. We illustrate this process by highlighting how we have involved all stakeholders. Each organisational unit was represented in the project teams. Results were discussed in a sounding board with both academic and support staff. Senior researchers acted as pioneers and raised awareness and commitment among their peers. By way of example, we present pilot projects from two faculties. We then describe the comprehensive implementation programme that will create facilities and services that must allow implementing the policy as well as monitoring and evaluating it. Finally, we will present lessons learnt and steps ahead. The engagement of all stakeholders, as well as explicit commitment from the Executive Board, has been an important key factor for the success of the project and will continue to be an important condition for the steps ahead.

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22

Jin, Jun Yan. "Application of the Last Planner System in Schedule Management of Construction Projects." Applied Mechanics and Materials 438-439 (October 2013): 1777–81. http://dx.doi.org/10.4028/www.scientific.net/amm.438-439.1777.

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Schedule control is one of the main tasks of engineering project management, and effective schedule management is an important means of realization of project objectives. The traditional project schedule management is lack of dynamic adjustment and update, and various drawbacks of the method have been appeared. Last planner system (LPS) is a kind of schedule management of project based TFV theory of lean thinking, which transfers the traditional "push" system into "pull" system for schedule management. Based on the master schedule, look-ahead schedule and weekly work plan, schedule management with LPS will facilitate the realization the projects schedule objective.

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23

Gemmill, Douglas D., and Michelle L. Edwards. "Improving Resource-Constrained Project Schedules with Look-Ahead Techniques." Project Management Journal 30, no. 3 (September 1999): 44–55. http://dx.doi.org/10.1177/875697289903000307.

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24

Uloziene, Ingrida, and Ferdinando Grandori. "The European project AHEAD II on newborn hearing screening." International Congress Series 1240 (October 2003): 329–32. http://dx.doi.org/10.1016/s0531-5131(03)00843-4.

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25

Lerche, I., and J. A. MacKay. "Uncertainty and Risk from Decision-Tree Analysis." Energy Exploration & Exploitation 15, no. 6 (December 1997): 493–96. http://dx.doi.org/10.1177/014459879701500603.

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Decision tree analysis is one of the standard devices for assessing the worth of an exploration opportunity in the hydrocarbon industry. Often just the expected value of the decision-tree is used to decide on the project: a positive expected value usually being a rationale for proceeding, a negative expected value being a rationale for not going ahead. Here we show that uncertainty on the expected value, also easily determinable from decision-tree analysis, is a major factor in evaluating the risk of going ahead with an exploration project. Reliance solely on the expected value can lead to decisions not to participate in exploration projects which have a relatively high risk but also a relatively good chance of being profitable – and this is particularly the case when the expected value is negative but much smaller in magnitude than the standard error in the expected value.

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26

MacCollum, David. "Design-Based Safety." Journal of System Safety 53, no. 2 (July 1, 2017): 5. http://dx.doi.org/10.56094/jss.v53i2.86.

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The role of system safety engineers is to ensure the inclusion of design-based safety so that projects are completed ahead of schedule and under budget. Removal of hazards during planning and project design includes examining each piece of equipment to be used on the construction project. Most serious construction injuries and deaths caused by workplace accidents can be traced to inherent hazardous design defects. Construction workers are often unaware of these defects and, even if they are aware, they have no authority to improve on the design.

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27

Lu, Sally, and Mulia Pamadi. "Performance Analysis System Using Earned Value Method For Electrical Greenhouse Work Project In Batam City." Jurnal Indonesia Sosial Teknologi 4, no. 12 (December 23, 2023): 2288–96. http://dx.doi.org/10.59141/jist.v4i12.828.

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Infrastructure projects, such as greenhouse construction, are necessary for economic growth. Effective project control is essential, especially in managing budgets and ensuring timely completion. The Earned Value (EVM) method is used in construction project control because it integrates costs, time, and work progress. This allows for the identification of potential cost and time overruns. Data on expenditures and project-related documentation are gathered for analysis. Work plans and project schedules determine the value of work yet to be completed. The research findings up to the 10th month indicate that the projected total cost for completing the project is IDR 10,773,835,000. This leaves 8% of the total budgeted value as the remaining project budget. According to the data reported in the 11th month, the projected project completion time is 334 days. This is approximately 304 days ahead of the planned schedule. In summary, the EVM method is a valuable tool for project control in the construction industry. It can help to identify potential cost and time overruns and ensure that projects are completed on time and within budget.

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28

Bouzek, Don, and Loree Lawrence. "Strategies for Survival / 1: The Ground Zero Model." Canadian Theatre Review 63 (June 1990): 5–9. http://dx.doi.org/10.3138/ctr.63.001.

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Ground Zero is a popular theatre that initiates theatre and video projects with labour and activist groups in Toronto (see CTR 53). Companies like Ground Zero that operate without a physical plant and seek project funding from social sectors frequently overlooked by cultural groups may be best equipped to weather the changes in cultural funding that many fear lie ahead.

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Andreeva, Elena A., Grigory G. Rezvy, and Tore Sørlie. "Family medicine and international cooperation in the North: A step ahead." Russian Family Doctor 25, no. 2 (July 19, 2021): 39–46. http://dx.doi.org/10.17816/rfd71168.

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International cooperation contributed to the development of family medicine in the North of Russia, it was characterized by a system approach and interdisciplinary interaction. The article presents the results of Russian-Norwegian projects that were developed with the active participation of the Department of Family Medicine of NSMU (Arkhangelsk), as well as the main aspects of the projects: significance for practical health care, research, and educational components. Several complementary projects aimed at the development of primary health care, such as Reform of Arkhangelsk Region Health Care System with a special emphasis on primary care, System approach to NCD prevention and Suicide prevention in the Arkhangelsk region were implemented together with the Norwegian Directorate of Health. The POMOR Program specialist training in general practice in Northern Russia project (together with the University of Troms The Arctic University of Norway, Norwegian Medical Association, and Norwegian Centre for Rural Medicine) facilitated the development of tutorship in family medicine in the Arkhangelsk and Murmansk regions. Better interaction between psychiatrists and general practitioners in the mental health sphere became an essential area of international collaboration (Integrating mental health into primary care in the Arkhangelsk County, Russia: the Pomor model in psychiatry project together with the University of Troms The Arctic University of Norway and University Hospital of North Norway, Troms). The education component of the projects got a sequel in the continued medical education system of NSMU while the scientific one was continued in the form of publications in international and Russian journals, and masters thesis defense of public health degrees. The project's results were consistently presented at the international and Russian forums. General practitioners education is a cross-cutting theme for the cooperation on the path from a beginner to an expert and plays a special role in support of GPs during the COVID-19 pandemic.

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30

Zhang, Houjin, and Kang Ning. "The Tara Oceans Project: New Opportunities and Greater Challenges Ahead." Genomics, Proteomics & Bioinformatics 13, no. 5 (October 2015): 275–77. http://dx.doi.org/10.1016/j.gpb.2015.08.003.

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31

Sohn, Kitae. "A review of research on Project STAR and path ahead." School Effectiveness and School Improvement 27, no. 2 (December 22, 2014): 116–34. http://dx.doi.org/10.1080/09243453.2014.994643.

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32

Liu, Lu. "Construction Project Costs Management Research." Advanced Materials Research 1079-1080 (December 2014): 1115–18. http://dx.doi.org/10.4028/www.scientific.net/amr.1079-1080.1115.

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Themain content of the construction project cost management including costforecast, cost plan, cost control. Do cost forecast, cost control goal set,must be ahead of the labor, material, cost forecasting, construction scheme ofchange of the cost forecast and the prediction of auxiliary construction cost.Cost control should follow the principle of conservation and comprehensivecontrol, there are some effective ways to realize the cost control, forexample, take organizational measures to control the project cost, take technicalmeasures to control the project cost, to take economic measures to control theproject cost, strengthen quality management and control of rework rate, etc.

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33

Thanh Binh, Nguyen. "Applying Lean Construction to Construction Project." Advanced Materials Research 834-836 (October 2013): 1976–83. http://dx.doi.org/10.4028/www.scientific.net/amr.834-836.1976.

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Lean construction is aimed to improve construction performance by eliminating wastes that do not add value to the customer. This project studies lean construction and its application in concrete construction projects at both the operation and project levels. In conjunction with a concrete contractor, actual concrete construction projects were observed, and problem areas contributing to delay and other wastes were identified. At the project level, the lack of coordination among subcontractors was cited as one of the major factors contributing to schedule delays. This paper proposes to use the last planner concept, the linear scheduling method, and the graphic schedule method to improve communication and look-ahead scheduling. Related software was developed for implementing this scheduling tool. At the operation level, a systematic approach of was identification, operation re-design, and employee training was applied to reduce wastes found in the field operation. A case study of bulkhead installation was used to demonstrate this approach, and a 3D animation was created for employee training.

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34

Kárpáti, László. "Agribusiness higher education development – ahead: The project results at a glance." Applied Studies in Agribusiness and Commerce 3, no. 1-2 (May 30, 2009): 95–98. http://dx.doi.org/10.19041/apstract/2009/1-2/14.

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his booklet that has caught your attention contains basic information about the AHEAD project sponsored by the EU’s TEMPUS grant. This project was carried out between University of Zagreb (and other Croatian partners) and four EU-based universities. The project was very ambitious and it is my pleasure to state that the great majority of the objectives were carried out with high quality during the 3 years project time span. The main results of the AHEAD project can be found in this booklet, and I would like to mention just a few of them: • A new MBA training started in Zagreb with international recognition • 61 subjects of 3 BSc/MSc trainings were reviewed and modified, • a study was created in order to determine the short – and long – term expert demand of the Croatian national economy, • computers, equipment and modern textbooks were purchased from European grant and • finally a personal note: it was spectacular to see the rapid development of University of Zagreb and generally the whole Croatia during the last 3 years. If our project contributed just a little bit to it, the effort certainly was worthwhile.

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35

Li, Shucai, Lei Chen, Bin Liu, Xinji Xu, Lanbo Liu, and Yangkang Chen. "Geologic forward prospecting using improved tunnel-seismic-while-drilling method: A case study of the water supply project at Songhua River, Jilin, China." GEOPHYSICS 87, no. 2 (January 21, 2022): B93—B104. http://dx.doi.org/10.1190/geo2021-0015.1.

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Unexpected geologic heterogeneities in tunnel lines often cause safety issues and economic losses during excavation using tunnel boring machines (TBMs). Therefore, collecting geologic information ahead of the excavation front is important to prevent geologic disasters and ensure excavation safety. To predict the geologic conditions ahead of the TBM-excavated tunnel in the water supply project at the Songhua River in China, the tunnel-seismic-while-drilling (TSWD) method was adjusted and then applied. First, common-source gather data were acquired to record TBM drilling noise (pilot signal and seismic waves); a processing approach (including normalization, crosscorrelation, wavefield separation, and migration) was used to image the major relevant geologic heterogeneities ahead of the excavation front. A synthetic study from a numerical model with a fault verified the feasibility of the modified TSWD method to identify and image geologic interfaces. Then, this method was applied to field data resulting from a TBM tunnel excavation project. The field test of the modified TSWD in the TBM tunnel revealed fractured zones, fault boundaries, and a preexcavated tunnel ahead, providing the required geologic information for TBM tunneling and preventing geologically-caused safety issues.

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36

Lu, Sally, and Mulia Pamadi. "Sistem Analisis Kinerja Menggunakan Metode Earned Value Untuk Proyek Pekerjaan Electrical Greenhouse di Kota Batam." Jurnal Talenta Sipil 7, no. 1 (February 1, 2024): 276. http://dx.doi.org/10.33087/talentasipil.v7i1.464.

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Infrastructure projects such as greenhouse construction, are important for economic growth. Effective project control is essential, especially in terms of managing budgets and ensuring timely completion. The Earned Value (EVM) method is used in construction project control because it integrates costs, time, and work progress. This allows for the identification of potential cost and time overruns. Data on expenditures and project-related documentation are gathered for analysis. Work plans and project schedules are used to determine the value of work yet to be completed. The research findings up to the 10th month indicate that the projected total cost for completing the entire project is IDR 10.773.835.000. This leaves 8% of the total budgeted value as remaining project budget. According to the data reported in the 11th month, the projected time for completing the project is 334 days. This is approximately 304 days ahead of the planned schedule. In summary, the EVM method is a valuable tool for project control in the construction industry. It can help to identify potential cost and time overruns, and ensure that projects are completed on time and within budget.

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37

Zaman, Umer, Laura Florez-Perez, Pablo Farías, Saba Abbasi, Muddasar Ghani Khwaja, and Tri Indra Wijaksana. "Shadow of Your Former Self: Exploring Project Leaders’ Post-Failure Behaviors (Resilience, Self-Esteem and Self-Efficacy) in High-Tech Startup Projects." Sustainability 13, no. 22 (November 21, 2021): 12868. http://dx.doi.org/10.3390/su132212868.

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Globally, demands for sustainable strategies in the ICT industry have attracted greater momentum as high-tech projects continue to fail in large numbers. Recent studies have underpinned project resilience as a major factor for overcoming these increasing project failures, delays, or termination. However, the complex behaviors of resilient project leaders, especially in post-failure conditions, have been largely overlooked. To address this critical research gap, the present study identifies the direct relationships between three potential behavioral traits of project leaders (i.e., resilience, self-esteem, and self-efficacy) and examines how they move forward beyond project failures. The present study also explored whether self-esteem mediates project leaders’ resilience and self-efficacy. Drawing on data from 232 project leaders in Pakistan’s high-tech start-ups, the new findings suggest that there are significant positive effects of project leaders’ resilience and self-esteem on their self-efficacy, and that project leaders’ resilience and self-efficacy is significantly mediated by their self-esteem. As the project resilience theory gains traction, the present study findings have pinpointed major steps for meeting project challenges ahead of time, allowing leaders and teams to learn from failures, and also for improving organisations’ ability to implement successful and sustainable high-tech projects especially in emerging economies.

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38

David Chinalu Anaba, Azeez Jason Kess-Momoh, and Sodrudeen Abolore Ayodeji. "Strategic negotiation and contract management: Best practices for high-stakes projects." International Journal of Applied Research in Social Sciences 6, no. 7 (July 7, 2024): 1310–20. http://dx.doi.org/10.51594/ijarss.v6i7.1268.

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Effective strategic negotiation and contract management are essential for the success of high-stakes projects, which involve significant investments, complex stakeholder dynamics, and substantial risks. This paper explores best practices in these areas, emphasizing the integration of negotiation and contract management, digital tools use, collaboration's importance, and commitment to continuous improvement. Integrating these processes ensures coherence and adaptability while leveraging technology enhances efficiency and transparency. Fostering a collaborative environment harnesses diverse expertise, leading to innovative solutions. Continuous improvement through feedback loops and training helps organizations learn from past projects and stay ahead of future challenges. The findings highlight the critical role of these strategies in mitigating risks, managing changes, and achieving project objectives. Practitioners are encouraged to adopt these practices to enhance project outcomes and build sustainable success in high-stakes projects. Keywords: Strategic Negotiation, Contract Management, High-Stakes Projects, Collaboration

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39

Biles, John. "Straight-Ahead Jazz with GenJam: A Quick Demonstration." Proceedings of the AAAI Conference on Artificial Intelligence and Interactive Digital Entertainment 9, no. 5 (June 30, 2021): 20–23. http://dx.doi.org/10.1609/aiide.v9i5.12640.

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The author’s GenJam project has spanned nearly 20 years of development and performance. This demonstration provides a brief overview of GenJam’s current configuration illustrated with a visually annotated performance of a tune. After a brief explanation of GenJam’s real-time interactive capabilities, we’ll play more tunes, as time permits.

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40

Idoro, Godwin. "Evaluating Levels of Project Planning and their Effects on Performance in the Nigerian Construction Industry." Construction Economics and Building 9, no. 2 (November 23, 2012): 39–50. http://dx.doi.org/10.5130/ajceb.v9i2.3020.

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This study compares the level of project planning on public andprivate sectors projects and its impact on performance. Thepurpose is to create awareness of the level and effectivenessof the planning done by public and private clients in the deliveryof construction projects. A questionnaire survey administeredto a sample of 130 client representatives selected by stratifi edrandom sampling from the population of public and private clientsin the Nigerian construction industry is used and analysed usingdescriptive statistics, the t-test and Spearman correlation test. Theresults show that the level of preconstruction planning on privatesector projects is higher than that of public sector projects whilethe level of contract planning done by the latter is higher thanthat of the former. Furthermore, the performance of private sectorprojects is higher than that of public sector projects in many of theparameters used. However, the level of preparation of life-cyclecharts that concern project delivery time in both public and privatesectors projects is low and the level of project planning in the twocategories of projects has a limited impact on project performance.The understanding of how public and private sectors projectsperform in planning and its impact are expected to assist publicand private clients to know the challenges ahead of them in theireffort to improve the planning and performance of their projects.

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Purzycki, Benjamin Grant, Martin Lang, Joseph Henrich, and Ara Norenzayan. "The Evolution of Religion and Morality project: reflections and looking ahead." Religion, Brain & Behavior 12, no. 1-2 (April 3, 2022): 190–211. http://dx.doi.org/10.1080/2153599x.2021.2021546.

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Théberge, Paul. "The Project Ahead: Some Thoughts on Developing a Popular Music Curriculum." Canadian University Music Review 21, no. 1 (March 4, 2013): 28–39. http://dx.doi.org/10.7202/1014476ar.

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Arguing that past attempts at introducing popular music into the curriculum have taken place primarily at the level of the individual course, the author argues that a more extensive and integrated approach to developing academic programs in popular music is now needed. The model for such a program must be both multidisciplinary and interdisciplinary in character and must include the full participation of departments and faculties of music. Consideration is given to the special demands placed on music programs in terms of the need to rethink the structures and pedagogical practices associated with present-day higher education in music.

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Matu, Johnson, Dorothy Ndunge Kyalo, John Mbugua, and Angeline Sabina Mulwa. "The Prediction of Stakeholder participation in Project Execution on Completion of Urban Roads Transport Infrastructure Projects in Kenya." Journal of Sustainable Development 13, no. 6 (October 31, 2020): 119. http://dx.doi.org/10.5539/jsd.v13n6p119.

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This paper examines the influence of stakeholder participation in project execution on completion of road projects implemented by Kenya Urban Roads Authority. Descriptive research survey design was used for collection of both quantitative and qualitative data. Analysis was performed using correlation and regression analysis. The results were r = 0.796, R2 = 0.634, F (4, 209) = 90.503 and p<0.000<0.05. The findings revealed that stakeholder participation in project execution showed a strong, positive and statistically significant relationship with completion of urban road transport infrastructure projects and accounted for 63.4% of total variation in such projects. The study recommends government agencies should endeavour should work together during project implementation to ensure that service lines and acquisition of land is done ahead of time to avoid delay in completion. This will aim at ensuring quality work is achieved by both the client and the consultant through a collaborative stakeholder engagement. In conclusion, the findings of this study will shape the future of road construction and stakeholder engagement in road construction projects.

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Pedersen, Paul E. "The looking ahead project: A lesson in community engagement and positive change." Journal of Community Safety and Well-Being 4, no. 3 (October 10, 2019): 58–62. http://dx.doi.org/10.35502/jcswb.101.

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In response to the Missing and Murdered Indigenous Women and Girls movement across the country, the Greater Sudbury Police Service initiated a community engagement approach to build a project with the goal of reducing violence against Indigenous women and girls. Recognizing a need for dedicated staff to lead this project, the Greater Sudbury Police Service and the N’Swakamok Native Friendship Centre partnered and made application to receive Federal Government Justice Canada Funds to hire a violence prevention coordinator. This individual, through a Memorandum of Understanding, would be employed by both the Friendship Centre and the police. The violence prevention coordinator teamed up with the police aboriginal liaison officer to bring the project to life. Resisting any sort of “top down” approach, Indigenous women, girls and agencies formed part of a working committee that was asked to answer a question about what can be done to work proactively and reactively to help reduce the possibility of violence at a local level. The project, which was focused on building spirit, on culture and ceremony, on listening to what people with lived experience felt would be helpful, was created and titled the Looking Ahead to Build the Spirit of Our Women Learning to Live Free From Violence Project. The suite of achievements, accomplishments and activities is comprehensive and growing every day and includes a strategy document and the release of a missing persons toolkit. An outcome from this project is this example of how community engagement strategies, when properly applied, can yield success which would be impossible through any single agency approach.

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Yang, Shu Juan, Sheng Min Ji, Lu Yao Ding, De Hu Yu, Tao Sui, and Ying Hao Du. "The Combined Application of Intermittent Strengthening Strip and After-Irrigation-Strip in Certain Long Concrete Structure." Advanced Materials Research 243-249 (May 2011): 1190–94. http://dx.doi.org/10.4028/www.scientific.net/amr.243-249.1190.

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Long concrete structure is frequently used in modern buildings or structures. As the main measures of achieving seamless construction and crack control of long concrete structure, strengthening strip and after-irrigation-strip have been widely applied. However, compared with after-irrigation-strip, the clear advantage of strengthening strip is closure ahead. Therefore, this paper from aspects of theoretical analysis and engineering application replace the after-irrigation-strip with intermittent strengthening strip in one original design of a project. Since the completion of construction, there are no harmful cracks in the structure. This article also describes the project quality control measures and technical and economic analysis for the design and construction of similar projects.

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Hussein, Ahmed Rasul, and Sina Fard Moradinia. "Time and Cost Management in Water Resources Projects Utilizing the Earned Value Method." Journal of Studies in Science and Engineering 4, no. 1 (June 30, 2024): 91–111. http://dx.doi.org/10.53898/josse2024417.

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Today, the development of infrastructure and construction projects in developing countries is of paramount importance. Water projects, in particular, play a crucial role in advancing agriculture, industry, and the economy. The success of these projects hinges on the effective management of time, cost, and quality. The most critical indicator of a project's success is its completion within the forecasted time and budget leading up to its operation. This study aims to assess the impact of Earned Value Management (EVM) 's impact on managing project schedules and budgets in water resource projects. The earned value method was employed to ascertain if the project was ahead or behind schedule and whether the costs were within the budget or had overrun. The values of the Earned Value Index were analyzed at three stages of project implementation. Examining the Schedule Variance (SV) at various phases indicates that a lower percentage is more advantageous for the project. Initially, the SV was 40%, signaling a delay mainly due to the delayed start of operations in the injection gallery and access points. This improved to 25% in the second stage, with the commencement of previously lagging activities. The schedule variance decreased to 11.6% in the final stage, aligning closer to the project schedule's end. Additionally, the Schedule Performance Index (SPI) value, which reflects the efficiency of project management in terms of timeliness, improved from a weak start of 0.6 to 0.88 (with 1.0 indicating that project performance is on target).

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Hiebert, Paul G. "Gospel and Culture: The WCC Project." Missiology: An International Review 25, no. 2 (April 1997): 199–207. http://dx.doi.org/10.1177/009182969702500208.

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The World Council of Churches (WCC) has launched a major study project on the gospel and cultures resulting in the formation of study groups around the world and the publication of 15 study pamphlets that discuss how the gospel relates to different cultures. This article reviews the contents of these pamphlets around the themes of the gospel and cultural pluralism and the church and social pluralism. In evaluating these materials, it is noted that the tension between gospel and culture, revelation and hearing, divine and human is central to the Christian Faith. The WCC debate on the relationship of the gospel to cultures and the church to the world is an attempt to move ahead and chart a mission course for the twenty-first century.

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Kozhakhmetova, Assel, Zhanar Tazhiyeva, Ainur Amirova, and Urikkul Sandykbayeva. "Comparative Evaluation of the Effectiveness of High- tech Project Management: the Experience of Japan, Israel and Kazakhstan." Eurasian Journal of Economic and Business Studies 4, no. 66 (December 30, 2022): 55–65. http://dx.doi.org/10.47703/ejebs.v4i66.214.

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The practical implementation of high-tech projects is becoming essential and relevant throughout the world in the era of the digitalisation of various industries. The successful completion of high-tech projects will indeed support the development of domestic markets and the economy's competitiveness. It should be noted that high-tech projects involve breakthrough technologies and innovations, which, in turn, need effective management. This research aims to assess the relationship between the project management application processes and the effectiveness of projects in the industrial sector of countries such as Japan, Israel and Kazakhstan. The main focus of this paper is analysing high-tech project management in the engineering, green production, chemical and atomic sectors of these three countries. As a result, Japan is ahead of Israel and Kazakhstan. This research also contains an assessment of the maturity levels of project management of the chosen countries. The study used a systematic literature review, comparative analysis, quantitative data collection methods through interviews, statistical analysis and modelling. As a result, data were obtained on the project performance level in the selected countries, and approaches to managing high-tech projects in the industrial sector were proposed. A process methodology that may be implemented as a map for each set of projects has been created by assessing necessary success steps for high-tech projects. The study also recommends the number of instruments and techniques for Kazakhstan's high-tech project management. According to the findings of the statistical study, their application in the management of high-tech development will help the project be successfully completed.

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KANDUTI, ANTON. "PILOTSKI PROJEKT: VOJAŠNIČNI KLUBI V SLOVENSKI VOJSKI IN POT NAPREJ." NOVA NEVOJAŠKA TVEGANJA/ NEW NON-MILITARY RISKS, VOLUME 2015/ ISSUE 17/3 (September 30, 2015): 81–94. http://dx.doi.org/10.33179//bsv.99.svi.11.cmc.17.3.7.

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Prispevek obravnava vzpostavitev in delovanje vojašničnih klubov v Slovenski vojski. Pripadnik je najpomembnejši dejavnik v delovanju Slovenske vojske. S profesionalizacijo Slovenske vojske je celostna skrb za pripadnike postala pomemben dejavnik. Namen prispevka je predstaviti trenutno stanje in oblikovanje dejavnosti ter programov za izboljšanje celostne skrbi za pripadnike Slovenske vojske. Model delovanja vojašničnih klubov še ni v celoti izoblikovan in uveljavljen v praksi. Dostopni so nekateri modeli, ki jih uporabljajo druge vojske v Natu in zunaj. Rezultat dosedanjega dela pilotskega projekta je odprtje dveh vojašničnih klubov v vojaškem objektu Kadetnica v Mariboru in Vojašnici Jerneja Molana v Cerkljah ob Krki. Pri tem je vzpostavitev vojašničnih klubov dosegla naslednje cilje: izvajanje dejavnosti z lastnim kadrom, cenejše storitve za pripadnike SV in skozi delovanje vojašničnih klubov zagotavljanje upravičenosti delovanja projekta. Skozi testno obdobje pilotskega projekta smo dokazali, da je delovanje vojašničnih klubov v Slovenski vojski upravičeno. Na podlagi delovanja vojašničnih klubov bi lahko vzorec delovanja gostinske dejavnosti prenesli tudi na druge dejavnosti. S širitvijo števila dejavnosti bi lahko podprli večji nabor programov za dvig kakovosti celostne skrbi pripadnikov Slovenske vojske. The article deals with the establishment and activities of military clubs in the Slovenian Armed Forces (SAF). Personnel and individuals are the most important factor in SAF activities. With the professionalization of the SAF, the care for its servicemembers and their welfare became all the more important. The intent of the text is to present the current state of affairs and the development of activities and programmes to improve the welfare of SAF members. The actual model of the operation of military clubs is still not entirely designed and applied; however, some welfare models of foreign NATO and non-NATO armed forces’ are available. As a result of the pilot project, two military clubs have opened, namely one in the “Kadetnica” facility in Maribor and one in “Jernej Molan” barracks at Cerklje ob Krki. In this respect, the objectives have been achieved, such as the engagement of the SAF’s own personnel, provision of low-priced products for SAF members, and justification of the project through the actual functioning of the clubs. The pilot testing period has thus proven the relevance of the idea. On the basis of club activities, the canteen services could be expanded to other areas as well, which would provide for a variety of programmes to raise the quality of SAF members’ welfare.

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Stewart, Andrew. "Recovering large Brownfield projects in distress." APPEA Journal 54, no. 2 (2014): 546. http://dx.doi.org/10.1071/aj13119.

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A large body of knowledge exists about how to plan and establish projects for success; from project management guidelines to staged gate-execution methodologies. Despite such prescriptive means to guarantee project success, the upstream oil and gas industry has a poor track record for delivering large projects. Little guidance exists on how to restore delivery assurance to partially executed projects in distress. Furthermore, recovery efforts for large brownfield projects, mid-way through their execution, are further complicated and highly constrained. Operators and contractors alike are understandably concerned about the high failure rate of projects, particularly as Australia competes for global capital in the final investment decision for a project’s development. Issues cover the full spectrum of safety, cost, schedule, start-up, and operability. Furthermore, unanticipated issues such as industrial relations, resourcing, project controls, estimate basis, and design changes all play a central role in why projects find themselves in distress. In a recent case study, a structured recovery approach restored delivery assurance to a $900 m upstream brownfield project. Despite the numerous challenges encountered during the recovery efforts, the project went on to deliver ahead of its revised cost and schedule commitment, while also achieving outstanding safety performance. The self-governance program was instrumental in restoring delivery performance through responsive decision making that was robust, repeatable and preserved free calendar time for early intervention on high value recovery issues. The journey of recovery also restored a fractured client and contractor relationship by fostering a project delivery environment that was highly collaborative.

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Journal articles on the topic 'Project AHEAD'

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