Relevant bibliographies by topics / Project phases

Academic literature on the topic 'Project phases'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Project phases.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Project phases"

1

McGowan Poole, Cynthia Denise. "IT outsourcing, knowledge transfer and project transition phases." VINE Journal of Information and Knowledge Management Systems 50, no. 2 (November 11, 2019): 219–46. http://dx.doi.org/10.1108/vjikms-04-2019-0053.

Full text
Abstract:
Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software. Findings Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes. Originality/value This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.
APA, Harvard, Vancouver, ISO, and other styles
2

Al‐Reshaid, Khaled, Nabil Kartam, Narendra Tewari, and Haya Al‐Bader. "A project control process in pre‐construction phases." Engineering, Construction and Architectural Management 12, no. 4 (August 1, 2005): 351–72. http://dx.doi.org/10.1108/09699980510608811.

Full text
Abstract:
PurposeIt is a well‐known fact that the construction industry always passes through two distinctive problems during the construction stage: slippages of project‐schedules, i.e. time‐frame, and overruns of project‐costs, i.e. budget. However, limited literature is available to solve or dilute these two problems before they even occur. It is strongly believed that the bulk of the two mentioned problems can be mitigated to a great extent, if not eliminated, provided that proper attention is paid to the pre‐construction phases of projects. Normally projects are implemented through traditionally old techniques which generally emphasize only solving “construction problems during the construction phase”. The aim of this article is therefore to unveil a professional methodology known as Project Control System (PCS) focusing on pre‐construction phases of construction projects.Design/methodology/approachIn this article, the authors share the lessons learned during implementation of Kuwait University projects worth approximately $400 million in a span of ten years. The task of the project management/construction management (PM/CM) is being provided to the university by a joint venture team of international and local specialists.FindingsThe pre‐construction methodology ensures smooth and successful implementation during construction phases of the projects as they are generally executed in a fast‐pace, deadline‐driven and cost‐conscious environment. The intuitive proactive methods, if implemented during pre‐construction stage, automatically answer the questions that are encountered during the execution periods of projects.Originality/valueIn this article, the authors share the lessons learned during PM/CM during projects over a span of ten years, which could be of use to others.
APA, Harvard, Vancouver, ISO, and other styles
3

JEPSEN, LISBETH BRØDE, and PERTTU DIETRICH. "TECHNOLOGY UNCERTAINTY AND PROJECT MANAGERS' INFORMATION SHARING — A COMPARATIVE CASE STUDY OF TWO NEW PRODUCT DEVELOPMENT PROJECTS." International Journal of Innovation and Technology Management 11, no. 02 (March 25, 2014): 1450009. http://dx.doi.org/10.1142/s0219877014500096.

Full text
Abstract:
Research has focused primarily on either intra-organizational information sharing (between actors within an organization) or inter-organizational information sharing (between organizations). This paper explores both intra- and inter-organizational information sharing and the role of technology uncertainty during various phases of new product development (NPD) projects. In this study, we compare two longitudinal NPD sub-projects that differ in uncertainty within the same large NPD project, in which the data source is the complete email exchange between a project manager and various actors (consisting of 3979 emails). The results show high levels of information sharing with the customer in both the early and late phases of high uncertainty. Interestingly, in the low uncertainty project, information sharing with the production department and the supplier is higher during the late phase of the NPD project. Unexpectedly, in both sub-projects, the project manager shares information with a wider range of both intra- and inter-organization actors in the early phases of the projects than in the late phases.
APA, Harvard, Vancouver, ISO, and other styles
4

Hussien, Jamal, Mansoor Abdullateef Abdulgabber, Hasan Kahtan, and Riza Sulaiman. "THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE." Journal of Information System and Technology Management 6, no. 22 (September 1, 2021): 128–47. http://dx.doi.org/10.35631/jistm.622011.

Full text
Abstract:
We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES by increasing the understanding of knowledge in each ES phase. The pre-implementation phase has two phases: Project Origination with (3) PMPG (Develop Project Proposal, Evaluate Project Proposals, and Select Projects), (8) tasks, (8) deliverables, and (3) roles. Project Initiation phase, with (3) PMPG (Initiate the Project, Approve the Project Charter, and Conduct Kick-off Meeting), (7) tasks, (7) deliverables, and (4) roles. In the implementation phase of the project ES there are two phases: Project Planning with (3) PMPG (Prepare the Project Planning, Perform the Planning Activities - Detail the Project Plan, and Confirm Approval to Proceed), (19) Tasks, (21) Deliverables, and (7) Roles. Project implementation and control with (3) PMPG (Launch Project, Management Project-Execution and control, and Gain Project Acceptance), (17) tasks, (17) deliverables, and (7) roles. Additionally, in the post-implementation phase, there are a phase called project closure with (2) PMPG (Perform, Initiate Project Follow-up, and Administrative Closure), (5) tasks, (6) deliverables, and (5) roles.
APA, Harvard, Vancouver, ISO, and other styles
5

South, Andrew, Kent Eriksson, and Raymond Levitt. "How Infrastructure Public–Private Partnership Projects Change Over Project Development Phases." Project Management Journal 49, no. 4 (July 17, 2018): 62–80. http://dx.doi.org/10.1177/8756972818781712.

Full text
Abstract:
This research adds to work on the development of infrastructure public–private partnership projects (P3s), which is a rapidly growing mode of infrastructure service delivery. Infrastructure P3 projects typically have a long life cycle, but little is understood about the nature of the changes that such a project goes through over the phases of its life cycle. This article contributes to project research as it studies the changes that an infrastructure P3 project goes through over its life cycle and suggests how those changes can be governed over the life cycle of the project. The research is empirically informed from an in-depth case study of a highway transportation P3 in California over a 20-year period. This research shows that the developmental phases of P3s differ by dramatic changes in the composition of stakeholder networks and the use of institutional logic. First, employing social network analysis (SNA), we map the network of stakeholders in the P3 case and show how the stakeholder network changes over four phases. Second, we identify how different stakeholders use formal and informal institutional logic in their interactions, and demonstrate that the dominant institutional logic employed in the P3 changes from informal to formal over the P3’s life cycle. We further show how this change in the P3’s dominant institutional logic corresponds to the dynamism in the stakeholder network. We propose that infrastructure P3s should be analyzed and governed as the dynamic arrangements they are—constellations of stakeholders that change individually and undergo change collectively over a long life cycle of different phases.
APA, Harvard, Vancouver, ISO, and other styles
6

Larsen, Jesper Kranker, Thomas Ditlev Brunoe, Søren Munch Lindhard, and Kim Noergaard Jensen. "Project Management and Scheduling through National Project Management Phases in Government Construction Agencies." International Journal of Information Technology Project Management 8, no. 1 (January 2017): 1–16. http://dx.doi.org/10.4018/ijitpm.2017010101.

Full text
Abstract:
Effective project coordination and management of time and cost scheduling in public funded construction projects receive a considerable focus from academics, politicians, and the construction industry itself with opposing points of view. The study objective is therefore to investigate the process of time and cost scheduling during the different project stages, and their relationships between critical factors affecting project schedules. Applied data collection was based on semi-structured interviews and a questionnaire survey with publicly agency employed project managers and property managers. A multiple research approach was thus utilized to mix the two dataset. Findings demonstrate that project complications in the execution stage is associated to lack of project requirements and design with too optimistic project deadline and budget from the initial project stages. Moreover, a relationship was found between the presence of experienced consultants and the achievement of project success throughout the project phases as particular vital.
APA, Harvard, Vancouver, ISO, and other styles
7

Kovtun, Tetiana. "LIFE CYCLE AND PRODUCTS OF THE ECOLOGICAL SYSTEM PROJECT." Management of Development of Complex Systems, no. 44 (November 30, 2020): 27–33. http://dx.doi.org/10.32347/2412-9933.2020.44.27-33.

Full text
Abstract:
The article explores the specific features of the life cycle and products of the ecological system project in terms of the circular model of the economy, which allows to achieve the goals of sustainable development. The differences between product life cycles (marketing, functional and logistics) in linear and circular economy are determined. The characteristic of the life cycle of the project of ecological system which has differences from the project of a life cycle of the logistic system project, substantiated by features of ecological orientation of this type of projects is given. It is proposed to divide the life cycle of the ecological system project into generally accepted phases: pre-investment, investment, operational, and specific eco-oriented phases: regenerative and liquidation. Recognition of the expediency of taking into account the environmentally-oriented phases of the project is ensured by the use of circular processes that allow to organize the movement of reverse recycling and disposal processes and close the logistics chain. The main task of the final phases of the project is to reduce the eco-destructive impact of the design and operation of the ecological system on the environment. Depending on the method of dividing the project into phases, the duration of each phase, its beginning and end, the result is the product. The model of the life cycle and products in the project of the ecological system has been propagated. The products of separate phases of the project of ecological system are defined, their features are characterized. The connection between the products of the individual phases of the project is observed, which is due to the dependence of the parameters of the products of the previous phases on the properties of the products of the subsequent phases of the project. Product relationships should be considered when designing environmental systems, as this will significantly reduce uncertainty and affect project success.
APA, Harvard, Vancouver, ISO, and other styles
8

Rekonen, Satu, and Tua A. Björklund. "Adapting to the changing needs of managing innovative projects." European Journal of Innovation Management 19, no. 1 (January 11, 2016): 111–32. http://dx.doi.org/10.1108/ejim-10-2014-0103.

Full text
Abstract:
Purpose – The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects. Design/methodology/approach – Six NPD project managers were interviewed in three different project phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-face interviews were content analyzed and categorized according to thematic similarity. Findings – Altogether 19 categories describing managerial concerns in managing innovative projects were recognized. Task-oriented, rather than people-oriented, approaches were dominant throughout the projects, although the reported concerns clearly varied at each phase. The early development phase emerged as a transition point, where managers had to transform their roles, reported activities decreased, and reported challenges increased. Research limitations/implications – Although based on a small number of participants in a single setting, the results highlight the need for longitudinal studies and differentiating between the various phases of the innovation process, as there was great variance in the concerns of each phase. Furthermore, domain expertise seemed to have a large impact on how the managers reformulated their role in transitioning from the front-end to the development phases. Practical implications – The present study emphasizes the need to support managers in transitioning between different innovation phases and to recognize the need to adjust managerial roles. Further, it seemed crucial to establish the practices supporting successful teamwork in the front-end phase before the first phase transition. Originality/value – The study is a rare example of a longitudinal research design examining the implications and transition between different phases of the innovation process within the same projects for project managers.
APA, Harvard, Vancouver, ISO, and other styles
9

Mositeer, Solaiman Al. "Project Management Phases in Charity Based Organizations." IOSR Journal of Business and Management 19, no. 03 (March 2017): 82–86. http://dx.doi.org/10.9790/487x-1903018286.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Weinkauf, Katharina, and Martin Hoegl. "Team leadership activities in different project phases." Team Performance Management: An International Journal 8, no. 7/8 (December 2002): 171–82. http://dx.doi.org/10.1108/13527590210452095.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Project phases"

1

Karlsson, Karl, and Andreas Lundevall. "Project management : working methods during early project phases." Thesis, University West, Department of Technology, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-800.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bacha, Kirill. "DevOps compliant guidelines for project inception-elaboration phases." Thesis, Linnéuniversitetet, Institutionen för datavetenskap och medieteknik (DM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84853.

Full text
Abstract:
DevOps is an ill-defined but trending approach to software development. Many companies are seduced by its promises of reduced costs and risks. DevOps life-cycle is often represented as a continuous everything, but very little is said about how to get the ball rolling. This report examines how DevOps definitions are represented in the initiation of Agile projects. By interviewing developers and mapping their project initiation activities in a DevOps context, a set of guidelines was formed. Continuous Integration and Deployment were found most prominent DevOps attributes from a developer’s perspective. The operational responsibility is skewed toward maintenance, with low interest in further adjustment.
APA, Harvard, Vancouver, ISO, and other styles
3

Pretorius, Suzaan. "The Effect of Project Types and Project Life Cycle Phases on Leadership Style." Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/72418.

Full text
Abstract:
With the current trend towards empowered teams, hierarchical company structures are increasingly being replaced by team-based ones. As a result, a shift in the classic understanding of leadership is needed and research on leadership in project management is increasing. Two major concepts have developed in recent years: shared and vertical leadership styles. This thesis reports on the development of a new Model of leadership styles that considers the effect of project types and the project life cycle phases on leadership style (vertical versus shared leadership), and how an appropriate balance between the two styles influences the likelihood of project management success. A web-based questionnaire yielded 313 complete responses and the data was analysed using hypothesis testing. Based on this empirical work and relevant literature, a novel Model is proposed. The Model explains how project types and life cycle phases influence the appropriateness of different leadership styles, and it guides the practitioner to selecting appropriate leadership styles for specific situations. Recommendations for furthering the model are discussed.
Thesis (PhD)--University of Pretoria, 2019.
NRF
Graduate School of Technology Management (GSTM)
PhD (Project Management)
Unrestricted
APA, Harvard, Vancouver, ISO, and other styles
4

Halámka, Michal. "Aplikační podpora projektového managementu investiční výstavby elektráren." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241553.

Full text
Abstract:
The master’s thesis deals with project management issues with a focus on the specifics of the construction of new and modernisation of old fossil-fuel and nuclear power plants belonging to ČEZ, a.s. It summarizes the project management methodology and standards and integrates them into a unified information system, thus creating a sound platform that supports all company projects in all stages of their individual life cycles. This thesis analyses the current status of the application support and proposes extensions to the information system, which significantly increase its value.
APA, Harvard, Vancouver, ISO, and other styles
5

Berndt, Shin Diana. "Information Management between Project Phases : The Value Creation Process of Recognizing Digital Waste between Construction and Operational Phases." Thesis, KTH, Ledning och organisering i byggande och förvaltning, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-297948.

Full text
Abstract:
Digitalization as a driving force in the AEC industry is no longer a new subject when talking about accelerating innovation and solving environmental challenges. Traditional approaches can limit some of these outcomes and typically imply that many issues that could have been predicted with early involvement of stakeholders, are recognized in much later stages of the project at great expense. In a long run outlook, the operational phase of a building is notably the most demanding if accounting the lifecycle perspective of a building. Still, why is O&M lagging in adopting integrated models? This thesis approaches this subject from the assumption that Information Management plays a strategic role to oversee the different demands, urgencies and use from both sides.  The first theoretical framework used was Lean Management’s main premise that value is created through the identification of waste in a continuous improvement process. The second theoretical framework presented was to analyze the findings with the intention to simulate an optimal context for information flow and understand where the biggest bottlenecks are. The findings show that the perceived value on the information added is low from actors actually feeding the model, a bit higher from project managers but an essential part of information managers responsibility. Main issues related to digitalization were directly linked to the lack of communication between teams, lack of standards across different teams as well as difficulty in finding effective and accurate information. Practical issues with high information models related by the industry also demonstrate a necessity of more roles focused on information management. A model based on the five principles of Lean Management is in equivalence to Information Management is presented and then inserted as enablers for a continuous improvement cycle. Based on the findings, further research can evaluate in more detail the view from operational teams towards information management roles.
Digitalisering som en drivande kraft i AEC-industrin är inte längre ett nytt ämne när man talar om att påskynda innovation och lösa miljöutmaningar. Traditionella tillvägagångssätt kan begränsa vissa delar av resultatet och många frågeställningar som kunde ha besvarats genom ett tidigt engagemang av intressenter, blir lösta i mycket senare skeden av projektet, till stora kostnader. På lång sikt är driftsfasen i ett byggprojekt den mest krävande när man tittar på livscykeln av en byggnad. Så varför ingår inte O&M i integrerade modeller? Denna uppsats tar sig an detta ämne utifrån antagandet att informationshantering spelar en strategisk roll för att övervaka de olika kraven, hur brådskande det kan vara och användningen från båda sidor. Den första teoretiska utgångspunkten som användes var Lean Managements huvudsakliga premiss att värde skapas genom identifiering av avfall i en kontinuerlig förbättringsprocess. Den andra teoretiska utgångspunkten som användes var för att analysera resultaten med avsikten att simulera ett optimalt sammanhang för informationsflöde och förstå var de största flaskhalsarna låg. Resultaten visar att det upplevda värdet på den tillagda informationen är lågt från aktörer som faktiskt matar modellen, lite högre för projektledare men en viktig del av informationschefernas ansvar. Problemen relaterade till digitalisering var direkt kopplade till bristen på kommunikation mellan team, brist på standarder mellan olika team samt svårigheter att hitta effektiv och korrekt information. Praktiska problem med informationsmodeller relaterade till branschen visar också att det behövs fler roller som fokuserar på informationshantering. En modell baserad på Lean Management fem olika principer är i likhet med Information Management-praxis och presenteras och infogas sedan som möjliggörare för en kontinuerlig förbättringscykel. Baserat på resultaten kan vidare forskning utvärdera mer detaljerat synen från operativa team mot informationshanteringsroller.
APA, Harvard, Vancouver, ISO, and other styles
6

Serhan, Ahmad, and Asen Draganov. "Project managers’ communication skills and stakeholder engagement in sustainable construction projects." Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22559.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Biedenbach, Thomas. "Capabilities for frequent innovation : Managing the early project phases in the pharmaceutical R&D process." Doctoral thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-48634.

Full text
Abstract:
Despite their recognized significance for project success and innovation, the management of the early project phases is still an under-researched area in project management. For organizations to secure a continuous stream of innovation, the utilization of capabilities is crucial for managing the early phases of R&D projects. The purpose of this dissertation is to advance the understanding of the management of the early project phases in hypercompetitive environments. The thesis addresses the research question of how organizations manage the early project phases of R&D in hypercompetitive environments for frequent innovation by taking a dynamic capabilities perspective. The first conceptual study reviews the literature covering organizational change in hypercompetitive environments with a focus on projects as the vehicle to create the necessary flexibility. The study found that organizational aspects and capabilities have to go hand in hand as enabler and facilitator for a successful emergent change process. The second qualitative study investigates how organizations organize the early project phases of R&D in the pharmaceutical industry for an outcome of frequent innovation. The findings show that an optimization of combinative capabilities that balances dynamic, project and multi-project capabilities can be used as a powerful leverage to boost the outcome of frequent innovation. The third study investigates the philosophical stances and related methodologies used within the last 15 years of project management research at the example of IRNOP conferences. The findings show that ontological subjectivism and epistemological interpretivism are dominating. Moreover, case studies and qualitative methods were the most common methods, whereas mixed method studies were lacking despite their value for developing an increasingly complex research field. The final mixed method study explores how absorptive, innovative and adaptive capabilities within the early phases of pharmaceutical R&D affect project and portfolio performance. Based on the results of quantitative study, the set of capabilities has an overall effect on the set of performance outcomes and thus confirms the results of the qualitative study that a distinct capability mix is needed in the pharmaceutical R&D process. To conclude, the dissertation has comprehensively explored the management of the early project phases through four studies and by applying a multitude of methodologies.
APA, Harvard, Vancouver, ISO, and other styles
8

Matulová, Nadežda. "Aplikace principů projektového managementu a jeho význam při implementaci informačního systému SAP." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223246.

Full text
Abstract:
The diploma thesis focuses on the project of SAP system implementation in the company. It clarifies the basic problems and methods of project management and further describes the application of this knowledge in practice. The outcome is feasibility study, which takes into account the factors and risks of the project.
APA, Harvard, Vancouver, ISO, and other styles
9

Bower, Douglas, and not supplied. "New Directions in Project Performance and Progress Evaluation." RMIT University. Property, Construction and Project Management, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080130.135140.

Full text
Abstract:
Dr. Bower confirmed that earned value management (EVM) is not widely adopted, and that many project managers see the methodology as being overly complex and difficult to implement. He identified several serious challenges associated with conventional EVM.and addressed the first issue by creating a new theoretical concept called Assured Value Analysis (AVA). This add-in process provides two new measures, permitting improvements to EVM that take into account the added certainty provided through procurement. Assured Value (AV) represents the budget for a future signed contract, and Expected Cost (EC) represents the agreed cost of that contract. Those measures permit the calculation of a Total Cost Variance that includes not only cost deviations to date, but also future ones to which the project team is already committed. AVA also allows conventional EVM formulae to take into account the Assured Value and Expected Cost of future signed agreements. A simple notional project is used to demonstrate the implementation of AVA. He resolved the remaining challenges and issues through realising that the isolation of project phases would provide a simplified but more dependable methodology, one that also provides features not found in conventional EVM. Significant milestones are normally planned to occur at the end of a project phase. By assessing project performance only at the end of each completed phase, performance calculations are significantly simplified.. His new technique, Phase Earned Value Analysis (PEVA) simplifies the calculation of PV, EV and AC, and also provides benefits that are not possible with EVM. Since the planned and actual phase completion dates are known, an intuitively simple but accurate time-based schedule variance and schedule performance index (i.e. SVP and SPIP) can be measured. PEVA also permits the forecasting of future phase end cost figures and phase completion dates using the phase CPI and SPI ratios. Since PEVA employs data points having specific x axis and y-axis values, those can be readily plotted and trend lines identified with standard spreadsheet functions. This is a powerful feature, as it allows key project stakeholders to visualise emerging project performance trends as each phase is completed. Finally, he successfully combined the AVA and PEVA concepts, resulting in a new EVM methodology - Phase Assured Value Analysis (PAVA) - which takes into account the assurance provided by procurement, simplifies the calculation of earned value through phases, and provides powerful forecasting and charting features. He validated this new combined approach in multiple respects. The new AVA and PEVA formulae were rigorously established and confirmed through standard algebraic procedures. The formulae were tested in sample project situations, to clearly demonstrate their functions. He argues that the PAVA approach conforms to the 32 criteria established in the United States for full EVM compliance. He presented AVA and PEVA to critical audiences at major project management conferences in North America and the UK, as well as several gaining expert criticism from organisations and practitioners. Finally, he used archived cost and schedule records to retrospectively test the combined PAVA methodology on a significant office facilities and technology program.
APA, Harvard, Vancouver, ISO, and other styles
10

Viktorin, Martin. "Programová podpora definování projektu s využitím LFM (Logical Frame Method)." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2008. http://www.nusl.cz/ntk/nusl-235896.

Full text
Abstract:
The purpose of this work is to design and implement software support for Project Definition of LFM (Logical Frame Method). The first part is about project management and about necessity to use it for solving projects. There is description of phases of project and detailed description of logical frame method. In the second part there is system requirements analysis, description of the application via UML and implementation of application which was created in development environment Microsoft Visual Studio 2005 in C# language. There is a short summary, possible extensions and comparing with existing applications in the end of the work.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Project phases"

1

Remenyi, D. Some typical phases of a business transformation project. Henley-on-Thames: Henley Management College, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Chemonics (Firm). International Consulting Division. Final report: Lesotho Agricultural Planning Project, phases 1 and 2. Washington, D.C: Chemonics, 1990.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Eaton, Nancy L. The National Agricultural Text Digitizing Project: Toward the electronic library : report of the pilot project, phases 1-2, 1986-1992. Ames, Iowa: Iowa State University, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Rilling, Trudy S. School-based Klamath River Restoration Project: Phases V, VI & VII 319h Clean Water Act. [Yreka, Calif.?]: Siskiyou County Office of Education, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Rilling, Trudy S. School-based Klamath River Restoration Project: Phases V, VI & VII 319h Clean Water Act. [Yreka, Calif.?]: Siskiyou County Office of Education, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Corporation, R. F. Webb. Hamilton Street Railway compressed natural gas bus demonstration project: Final report on phases 1-3. Downsview, Ont: Ontario Ministry of Transportation, Transportation Technology and Energy Branch, 1988.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Nadeau, Gilles G. Criteria and indicators of quality and excellence in colleges and universities in Canada: Summary of the three phases of the project = Critères et indicateurs de qualité et d'excellence dans les collèges et les universités du Canada : bilan des trois phases du projet. Winnipeg, MB: Centre for Higher Education Research and Development, The University of Manitoba, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Canadian Council on Health Services Accreditation. Performance indicators project: Phase I, pilot test project. Ottawa, Ont: Canadian Council on Health Services Accreditation, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Crawford, Walt. Patron Access Project, phase I. Stanford, Calif: Research Libraries Group, Research & Development Division, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Crawford, Walt. Patron Access Project, phase I. Stanford, Calif: Research Libraries Group, Research & Development Division, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Project phases"

1

Alam, M. Daud, and Uwe F. Gühl. "Project Phases." In Project-Management in Practice, 55–121. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-52944-7_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Samset, Knut. "Three Main Phases in a Project." In Early Project Appraisal, 32–37. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230289925_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Gadlage, Kristyn, and Jennifer L. Manos. "Implementation, Phases, and Project Management." In Comprehensive Healthcare Simulation: Program & Center Development, 25–30. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-46812-5_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Battle, Juan, Antonio (Jay) Pastrana, and Angelique Harris. "The SJS Project: Phases of Research." In An Examination of Asian and Pacific Islander LGBT Populations Across the United States, 55–62. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-56519-8_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Battle, Juan, Antonio (Jay) Pastrana, and Angelique Harris. "The SJS Project: Phases of Research." In An Examination of Black LGBT Populations Across the United States, 57–64. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-56522-8_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Pastrana, Antonio (Jay), Juan Battle, and Angelique Harris. "The SJS Project: Phases of Research." In An Examination of Latinx LGBT Populations Across the United States, 55–62. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-56074-2_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Rumane, Abdul Razzak. "Auditing processes for project life cycle phases." In Quality Auditing in Construction Projects, 201–546. Abingdon, Oxon ; New York, NY : Routledge, [2019]: Routledge, 2019. http://dx.doi.org/10.1201/9781351201872-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rumane, Abdul Razzak. "Quality Management during Oil and Gas Project Phases." In Quality Management in Oil and Gas Projects, 309–509. First edition. | Boca Raton, FL : CRC Press/Taylor & Francis Group, LLC, 2021. | Series: Quality management and risk series: CRC Press, 2021. http://dx.doi.org/10.1201/9781003145059-10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hofstadler, Christian, and Markus Kummer. "Applying the Management of Chances and Risks to Project Phases." In Chances and Risks in Construction Management and Economics, 141–54. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-64014-9_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Molaei, Maedeh, Marcel J. C. M. Hertogh, Marian G. C. Bosch-Rekveldt, and Robin Tamak. "Factors Affecting the Integration of Sustainability in the Early Project Phases in an Integrated Project Management Model." In Lecture Notes in Management and Industrial Engineering, 25–39. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60139-3_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Project phases"

1

Sjogren, P., M. Bellgran, B. Fagerstrom, and P. Sandeberg. "The Importance of Information Transfer Between Project Phases." In ICSOT India: Technical Innovation in Shipbuilding. RINA, 2013. http://dx.doi.org/10.3940/rina.icsotin.2013.20.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bogdanović, Dejan, Ivan Jovanović, and Anđelka Stojanović. "Multi-criteria analysis of risks and phases in mining project." In Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/senet-19.2019.30.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Azzouz, M. Salim, and Jan Brink. "Twists and Turns of a Senior Design Project." In ASME 2016 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/imece2016-66194.

Full text
Abstract:
Teaching senior design courses and labs has not been an easy task for the two authors. It has been rather a daunting working task associated with great learning experiences. It was decided early on from the initiation of the mechanical engineering program at the McCoy School of Engineering at Midwestern State University that the senior design project within the senior design class is a testing and enriching experience for senior mechanical engineering students as well as the teaching faculty. The senior design course and labs are conducted as a research experience for undergraduate students and their assigned faculty. The proposed senior project spans over two semesters, fall and spring, where the students experience a full mechanical engineering related project from the inception phase, through the design and construction phases, and finishing with the testing and analysis phases. The inception phase stands essentially for the brainstorming phase where the students are required to come-up with a set of diverse solutions to their assigned project problem. The design and construction phases stand for choosing an optimal particular solution for their problem according to a set of defined criteria. Then, the students start the preliminary design phase with related cost estimation, and then finalize the design with a set of final drawings. After the design phase, the students start building a machine, an apparatus, a prototype or putting together the elements of a process. In this period they work intensely, with their faculty, the purchasing department, and mostly the department machinist, or the surrounding town machine shops. The testing and analysis phase stands for designing an experimental set-up, writing a testing procedure, and obtaining real time recorded data and proceeding with its analysis. In this technical paper, the authors talk about the requirements for a senior project known as the deliverables, the teaching tools used throughout the class work and labs, the students’ partial and final PowerPoints presentations and weekly and final reports. The authors describe the students overall achievements, and the archiving of the projects. Additionally, the authors talk about the twists and turns encountered during a senior project, with students, other faculty, the machinist, the lab technician, the secretary, and suppliers, and other difficulties experienced in running a full project with real final products. Finally, the authors talk about the aftermath of a senior project, eventual publications related to the project, and what is the view point of the American Board of Engineering and Technology (ABET) on these senior projects.
APA, Harvard, Vancouver, ISO, and other styles
4

Pratap Chandran, Sujith, and Prasannakumar K. Purayil. "Project Execution Success in an Epcm Environment by Ensuring Project Management & Project Controls Rigor During Pre Construction Phases." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/203215-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Liu, Wenjian, and Jinghua Li. "Development of Hybrid Genetic Algorithms for the Resource Constrained Multi-Project Scheduling Problem." In ASME 2005 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2005. http://dx.doi.org/10.1115/detc2005-85721.

Full text
Abstract:
In multi-project environment, multiple projects share and compete for the limited resources to achieve their own goals. Besides resource constraints, there exist precedence constraints among activities within each project. This paper presents a hybrid genetic algorithm to solve the resource-constrained multi-project scheduling problem (RCMPSP), which is well known NP-hard problem. Objectives described in this paper are to minimize total project time of multiple projects. The chromosome representation of the problem is based on activity lists. The proposed algorithm was operated in two phases. In the first phase, the feasible schedules are constructed as the initialization of the algorithm by permutation based simulation and priority rules. In the second phase, this feasible schedule was optimized by genetic algorithm, thus a better approximate solution was obtained. Finally, after comparing several different algorithms, the validity of proposed algorithm is shown by a practical example.
APA, Harvard, Vancouver, ISO, and other styles
6

Filippov, A. S., S. Y. Grigoryev, O. V. Tarasov, and T. A. Iudina. "CFD Simulation of PANDA and MISTRA Cooler Tests of ERCOSAM-SAMARA Project." In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-30557.

Full text
Abstract:
The ERCOSAM and SAMARA projects (EURATOM (EU) and ROSATOM (Russia)) include a set of multi-stage experiments carried out at different thermal-hydraulics facilities (TOSQAN, MISTRA, PANDA, SPOT). The tests sequences are aimed at investigating hydrogen concentration build-up and stratification during a postulated severe accident and the effect of the activation of Severe Accident Management systems (SAMs), e.g. sprays, coolers and passive auto-catalytic recombiners. Each test includes four phases, of which the first three phases simulate the establishment of severe accident conditions in NPP containment (injection of steam and helium (simulator of hydrogen), stratification of the gas mixture). During the fourth phase of the experiment one of the SAMs simulators is activated. All experiments were simulated at Nuclear Safety Institute of the Russian Academy of Science (IBRAE RAN) with FLUENT and, partially, OpenFOAM codes. In this paper the tests with coolers carried out on PANDA and MISTRA facilities are considered. Their simulations required development of a set of models of volumetric and near-wall condensation phenomena. The models were validated vs. already known tests and vs. integrated experiments of ERCOSAM-SAMARA projects. A brief description of the models and the used CFD methods is provided. Then the results of simulations of the four phases of the tests are presented. Some peculiarities of gas motion and helium distribution obtained in the experiments as well as in their simulations are analyzed. These phenomena concern steam condensation and helium redistribution by convective flows due to the cooler activation in the installation. Local ‘pockets’ of helium are formed with a molar fraction larger than the maximum achieved at the first three phases of the experiments. The accounting of initial and boundary conditions along with calibration of the models provided as a whole a good agreement between calculations and experimental data on transient behavior of gas composition in the facility at the first three phases and at the final fourth phase.
APA, Harvard, Vancouver, ISO, and other styles
7

Maegaard, Bente. "Designing and testing linguistic development phases in a machine translation project." In the 12th conference. Morristown, NJ, USA: Association for Computational Linguistics, 1988. http://dx.doi.org/10.3115/991635.991714.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Frederiksen, Gunni S., Stephan Jubin, and Peter Olsen. "Use of the Independent Safety Assessor in the Early Project Phases." In 13th International Conference on Automated People Movers and Transit Systems. Reston, VA: American Society of Civil Engineers, 2011. http://dx.doi.org/10.1061/41193(424)44.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Castro, Donald J., and R. Peter Stasis. "Pinellas County Resource Recovery Facility Capital Replacement Project." In 10th Annual North American Waste-to-Energy Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/nawtec10-1000.

Full text
Abstract:
Pinellas County has completed the first two phases of a four-phase project intended to preserve the life of the Pinellas County Resource Recovery Facility (PCRRF) for years to come. This project, called the Capital Replacement Project (CRP), is designed to restore key portions of the County’s investment, and prepare the facility for a smooth transition to a new operating contract when the current term expires in 2007. By the end of 2004, with the scheduled completion of the CRP project, key plant systems and components are expected to be in robust condition and capable of many years of additional service.
APA, Harvard, Vancouver, ISO, and other styles
10

Guerrero, Hugo, and Cameron Shankland. "Integrating Airborne Datasets Into the Design and Construction Planning Phases." In 2008 7th International Pipeline Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/ipc2008-64338.

Full text
Abstract:
Today, obtaining field information in traditional pipeline design workflows rely on the use of conventional aerial photography, mapping and field visits. As a Designer, Engineer or Project Manager, a field visit can answer many questions and perhaps be the key to achieving a sound, successful design and installation. While conventional aerial orthophotography and mapping is invaluable during the design, it lacks a dimension that allows you to visualize the right-of-way the way you would if you were there. The use of Airborne Video and Oblique Imagery is not intended to replace conventional aerial orthophotography or mapping, but augment its use by providing a rich visualization that, in conjunction with the planimetric data sets, can aid the project team immensely during the design and permitting phase of a project. Currently, there are Airborne Data services available serving the pipeline industry that contain custom tools that either integrate into GIS platforms or operate as stand-alone proprietary software. These tools aid designers, engineers and constructors navigate through the video without having to sit and watch the whole video. In addition, video can be geocoded to specific pipeline or right-of-way features, such as a valve sites or stream crossings. Some tools even allow you to take rough measurements from visible features like fences or roads. Having such a dataset enables project team members to revisit any location along the right-of-way as many times as required to get information to finalize a design, permit application or to estimate the cost of construction. As Project Managers, we regularly face having new team members join the project at all stages of the project. Having a video to hand to new team members reduces the time they will take to get on board and familiarize themselves with the right-of-way. It also reduces the amount of field trips required just for this purpose. Another great use of Airborne Datasets is to use it during a pre-bid conference and provide it to the contractors bidding on the job. On large pipeline projects, it is unfeasible and impractical to have the project management team tour the entire right-of-way during a job walk, and there is likely areas along the right-of-way that are not very accessible thus requiring a flyover to review it with others.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Project phases"

1

Rodrigo, Maria Fernanda, Claudia Figueroa, Oliver Peña-Habib, Xiomara Rojas-Asqui, and Melanie Putic. OVE's Review of Project Completion Reports (PCRs) and Expanded Supervision Reports (XSRs): The 2020 Validation Cycle. Inter-American Development Bank, November 2020. http://dx.doi.org/10.18235/0002944.

Full text
Abstract:
This report summarizes the results of the Office of Evaluation and Oversight's (OVE) annual validation of the self-assessments of project performance and results completed by the Inter-American Development Bank (IDB) and IDB Invest in 2019-2020. The IDB and IDB Invest have systems in place to measure the development effectiveness of their operations. These systems use a number of instruments to assess projects at the design, implementation, and completion phases. The design-phase assessment uses a “Development Effectiveness Matrix” (DEM) for sovereign guaranteed (SG) operations. The effectiveness of non-sovereign guaranteed (NSG) operations is measured with a “Development Effectiveness Learning, Tracking, and Assessment tool” (DELTA). Implementation-phase assessments measure SG operations with “Project Monitoring Reports,” while NSG operations are assessed with “Project Supervision Reports.” Upon completion, SG projects are self-evaluated with “Project Completion Reports,” or PCRs. NSG operations, use “Expanded Supervision Reports,” or XSRs when they reach early operation maturity (EOM). OVE validates Managements self-evaluations (PCRs and XSRs) and assigns a final project performance rating to each operation. As part of the 2020 validation cycle, OVE reviewed PCRs for 63 operations, 62 with operational closure (CO fully justified) in 2018 and one in 2013. XSRs were reviewed for 36 IDB Invest operations that had reached early operating maturity (EOM) in 2018.
APA, Harvard, Vancouver, ISO, and other styles
2

Munter, J. A. Project Management Report: Kenai Peninsula ground-water investigations, phases II and III, Fiscal year-end 1992. Alaska Division of Geological & Geophysical Surveys, 1992. http://dx.doi.org/10.14509/2698.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Tsakalakos, T., S. Semenovskaya-Khachaturyan, and A. G. Khachaturyan. Progress report on DOE research project [Thermodynamic and kinetic behavior of systems with intermetallic and intermediate phases]. Office of Scientific and Technical Information (OSTI), December 2000. http://dx.doi.org/10.2172/809877.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Albrecht, Karl O., Robert A. Dagle, Daniel T. Howe, Juan A. Lopez-Ruiz, Stephen D. Davidson, Balakrishna Maddi, Alan R. Cooper, and Ellen A. Panisko. Final Report for the Project Characterization and Valorization of Aqueous Phases Derived from Liquefaction and Upgrading of Bio-Oils. Office of Scientific and Technical Information (OSTI), July 2018. http://dx.doi.org/10.2172/1478521.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Iyer, Ananth V., Steven R. Dunlop, Anmol Guram Singh, Mihir Bhatia, and Sazzadur Rahman. Developing a Business Ecosystem around Autonomous Vehicle Infrastructure in Indiana. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317088.

Full text
Abstract:
INDOT will soon be embarking on infrastructure planning to accommodate autonomous vehicles. This new technology affords the ability to impact economic value creation across the supply chain in Indiana, as well as foster economic development in Indiana to support these emerging technologies. This proposal will be a first cut towards exploring the development of a strategy to realize this potential. Our proposal will consist of two phases. Phase 1: A focus on industry choices and plans that can inform INDOT choices. Phase 2: A focus on INDOT’s internal decision making, risk tolerance, and choices regarding infrastructure projects.
APA, Harvard, Vancouver, ISO, and other styles
6

Woods, Kevin M., Williamson Murray, Elizabeth A. Nathan, Laila Sabara, and Ana M. Venegas. Project 1946: Phase II. Fort Belvoir, VA: Defense Technical Information Center, July 2010. http://dx.doi.org/10.21236/ada541655.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Thurston, Alexander. In Brief: Foreword for the Lake Chad Basin Research Initiative Compendium. RESOLVE Network, January 2021. http://dx.doi.org/10.37805/lcb2021.1.

Full text
Abstract:
In fall 2017, the RESOLVE Network launched a major project to analyze religiosity on university campuses in the Lake Chad Basin. The project was related but not limited to the context of the Boko Haram insurgency. The project generated four major studies, including one research report based on a desk literature review and three country case studies (Nigeria, Cameroon, and Chad) based on original fieldwork. The project was driven by policymakers’ and researchers’ desire to more fully understand political and religious change in this conflict-affected region. This RESOLVE research project sought not merely to investigate questions of radicalization but also to challenge stereotypes, particularly the idea that campuses are inevitably hotbeds of religious extremism. It has been credibly asserted that some of Boko Haram’s recruits, particularly in its early phases in the 2000s, were university students. Yet universities in the region have also been sites where key peacemaking initiatives are both studied and implemented.
APA, Harvard, Vancouver, ISO, and other styles
8

Sanz, E., P. Alonso, B. Haidar, H. Ghaemi, and L. García. Key performance indicators (KPIs). Scipedia, 2021. http://dx.doi.org/10.23967/prodphd.2021.9.002.

Full text
Abstract:
The project “Social network tools and procedures for developing entrepreneurial skills in PhD programmes” (prodPhD) aims to implement innovative social network-based methodologies for teaching and learning entrepreneurship in PhD programmes. The multidisciplinary teaching and learning methodologies to be developed will enable entrepreneurship education to be introduced into any PhD programme, providing students with the knowledge, skills, and motivation to engage in entrepreneurial activities. However, the use of the output of the project will depend on the nature and profile of the research or scientific field. In this context, key performance indicators (KPIs) form the base on which the quality and scope of the methodologies developed in the project will be quantified and benchmarked. The project’s final product will be an online tool that higher education students can use to learn entrepreneurship from a social network perspective. Performance measurement is one of the first steps of any project and involves the choice and use of indicators to measure the effectiveness and success of the project’s methods and results. All the KPIs have been selected according to criteria of relevance, measurability, reliability, and adequacy, and they cover the process, dissemination methods, and overall quality of the project. In this document, each KPI is defined together with the units and instruments for measuring it. In the case of qualitative KPIs, five-level Likert scales are defined to improve indicator measurability and reliability. The KPIs for prodPhD are divided into three main dimensions, depending on the stage of the project they evaluate. The three main dimensions are performance and development (which are highly related to the project’s process), dissemination and impact (which are more closely correlated with the project’s output), and overall project quality. Different sources (i.e., European projects and papers) have been drawn upon to define a set of 51 KPIs classified into six categories, according to the project phase they aim to evaluate. An Excel tool has been developed that collects all the KPIs analysed in the production of this document. This tool is shared in the Scipedia repository.
APA, Harvard, Vancouver, ISO, and other styles
9

Clark, D. J., Z. Q. Xie, and M. A. McMahan. Phase width reduction project summary. Office of Scientific and Technical Information (OSTI), November 1999. http://dx.doi.org/10.2172/753092.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Harris, James M. IDC Reengineering Phase 2 Project Scope. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1171133.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Project phases' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography