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Littérature scientifique sur le sujet « Large-scale project »

Auteur : Grafiati
Publié le 9 mars 2023
Mis à jour le 10 mars 2023

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Articles de revues sur le sujet "Large-scale project"

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Jones, Mary C. « Large scale project team building ». Communications of the ACM 51, no 10 (octobre 2008) : 113–16. http://dx.doi.org/10.1145/1400181.1400206.

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Sarmiento, Juan Corso, Adria Marco Bercero, Daniel Lopez Jimenez, Jordi Casals Fernandez et Pilar Garcia-Almirall. « Large Scale Project Architectural Surveys ». IOP Conference Series : Materials Science and Engineering 471 (23 février 2019) : 082045. http://dx.doi.org/10.1088/1757-899x/471/8/082045.

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KURODA, KAZUAKI, MASATAKE OHASHI, SHINJI MIYOKI, DAISUKE TATSUMI, SHUICHI SATO, HIDEKI ISHIZUKA, MASA-KATSU FUJIMOTO et al. « LARGE-SCALE CRYOGENIC GRAVITATIONAL WAVE TELESCOPE ». International Journal of Modern Physics D 08, no 05 (octobre 1999) : 557–79. http://dx.doi.org/10.1142/s0218271899000390.

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We present here the Large-scale Cryogenic Gravitational wave Telescope (LCGT) project which is aimed to improve the sensitivity of the existing gravitational wave projects by ten times. LCGT is the project constructing the km-scale gravitational wave detector in Japan succeeding the TAMA project, which adopts cryogenic mirrors with a higher power laser. We are planing to build it in an underground site in Kamioka mine. If its target sensitivity is attained, we will be able to catch a few events per month.
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Chen, Yong Hong, et Ning Xu. « The Economics Analysis of Large-Scale Project Organization ». Applied Mechanics and Materials 147 (décembre 2011) : 303–7. http://dx.doi.org/10.4028/www.scientific.net/amm.147.303.

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Large-scale projects have the features that large organization size, complex relationships between the organization and a serious information asymmetry between project participants. This study carries out in-depth economic analysis about large-scale projects organization, based on principal-agent theory and transaction cost theory from the perspective of new institutional economics, at the same time, establish the economic theoretical framework, it has positive significance to the rational design of the project contract and scientific analysis of the construction economic relations.
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Kim, Min-Seon, Sung-Hwan Song et Yong-Sik Kim. « Practical Project Behavior Management Methods for Large-scale IT Projects ». Journal of the Korea Academia-Industrial cooperation Society 16, no 7 (31 juillet 2015) : 4897–911. http://dx.doi.org/10.5762/kais.2015.16.7.4897.

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Nekoufar, Saviz. « Standardization of large scale industrial project in multi projects environment ». International Journal of Management Science and Engineering Management 6, no 4 (janvier 2011) : 260–66. http://dx.doi.org/10.1080/17509653.2011.10671171.

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Rich, Eliot, et Mark R. Nelson. « Understanding the Context of Large-Scale IT Project Failures ». International Journal of Information Technologies and Systems Approach 5, no 2 (juillet 2012) : 1–24. http://dx.doi.org/10.4018/jitsa.2012070101.

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Large-scale information technology (IT) projects experience higher failure or abandonment rates than smaller IT projects and represent significant costs to both organizations and society. This paper describes the context of a three-decade long attempt to modernize a critical IT application in the U.S. government. The project has been revamped, stopped and restarted several times, and as of the writing of this paper has not been completed. Archival analysis of this implementation history reveals a set of emerging project characteristics and how these contributed to a pair of capability gaps which, in turn, influenced modernization efforts both pre- and post-abandonment. From a systems perspective, the problem appears to be related to dynamic and repeating management failures with an embedded project management model. The authors illustrate their hypothesis with a simulation model of project managements and show that even a relatively small but persistent introduction of new requirements has a dramatic effect on project overruns, setting the stage for abandonment and restart.
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ZACHARIAS, OTHONAS, ELENI PANOU, D. TH ASKOUNIS et AIKATERINI VASSILIKOPOULOU. « PROJECT RISK RANKING IN LARGE-SCALE PROGRAMS : A FUZZY SET BASED APPROACH ». Asia-Pacific Journal of Operational Research 31, no 03 (juin 2014) : 1450020. http://dx.doi.org/10.1142/s0217595914500201.

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As most of the global economic activity takes place in the form of projects/programs, their effective management and governance is becoming more and more critical to the competitive position of organizations and societies. Project auditing and risk management, elaborate on methodologies that could be used for analyzing project progress, by identifying potential risks and liabilities, and finally recommending corrective and preventive actions. In relation to these fields, this paper proposes a fuzzy set based approach for project risk ranking in large-scale programs. The proposed approach defines a generic list of risk factors which is used for the ranking and risk assessment of all projects of a program. Data describing projects' progress as well as expert's evaluation of risk factors and project's risk exposure are being used as input parameters to the fuzzy set system. The relative probability of risk appearance due to risk factors for each of the projects is being calculated by providing valuable means for efficient decision-making and success of the program. Finally, this paper describes a case study called Operational Program "Road Axes, Ports, Urban Development" of Community Support Framework III in Greece, where the proposed approach was successfully applied.
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Shahzad, Basit, et Abass Md Said. « Identification and Quantitative Analysis of Project Success Factors for Large Scale Projects ». International Journal of Knowledge Society Research 5, no 1 (janvier 2014) : 83–95. http://dx.doi.org/10.4018/ijksr.2014010107.

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Software projects require a right mix of the software resources and the expertise to increase the chances of timely completion. The interface for the resource allocation to the software projects is provided by the project factors. The identification of the comprehensive project factors for the diversified nature of projects in itself is an open research area. This paper is based on a quantitative study that helps in identifying the prominent software project factors for large scale projects. The paper then, as a result provides a list of project success factors and provides the statistical evidence to support the result of the survey.
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Hoolahan, S. P., G. S. McDuffie, D. G. Peck et R. J. Hallam. « Kuparuk Large Scale Enhanced Oil Recovery Project ». SPE Reservoir Engineering 12, no 02 (1 mai 1997) : 82–93. http://dx.doi.org/10.2118/35698-pa.

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Thèses sur le sujet "Large-scale project"

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Magnusson, Evelina, et Moa Westlund. « Measuring Performance in Large Scale Agile Software Development Projects ». Thesis, KTH, Skolan för industriell teknik och management (ITM), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-300388.

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The increased usage and need for software as part of products has challenged traditional project management, nevertheless for hardware heavy organisations that are used to rely on the linear prediction and tracking of project outcomes. The developments in projects with embedded systems have countless dependencies and almost impossible to predict. Literature shows that software development projects have problems meeting the initial goals of budget, time, and scope. This is discovered too late due to insufficient methods of tracking progress. The purpose of this thesis was to investigate how large agile software development projects can continuously be followed to evaluate their performance and meet initial customer agreements fixed in time, budget, and scope. The thesis was conducted at Saab, active in the defense and security industry. This qualitative exploratory study was conducted with semistructured interviews and focus group discussions at the case company Saab, benchmark interviews with two additional companies, and an extensive literature study. The issues with the existing tracking approach were explored to determine how progress tracking may be created to continuously measure progress and indicate if project goals will be accomplished or not. The more general challenges in software development were also investigated to provide knowledge about areas in need of additional metrics which could indicate the problem and mitigate it. One industry-specific challenge is the security aspect that is unavoidable and requires a lot of documentation that holds up the development activities. Other detected challenges were difficulties in understanding requirements that lead to faulty estimations and work in the wrong direction, undiscovered dependencies that lead to a lot of rework and waiting for additional parts, insufficient testing environments that lead to late feedback, and holds up the development. It was also visible that the projects were conducted with different management approaches and no best-proven practice existed for tracking performance. From an analysis of the empirical data and existing literature, a suggestion of method tracking design was developed for large agile software projects with fixed contracts. The models were proposed to allow flexibility, enable control, and provide a holistic view. As Saab intends to introduce Earned Value Management in their software projects, this method was complemented with COMOD, TRL, IRL, and SRL to provide these three characteristics. Transparency and visibility of both products and processes are also found to be key to project success, thus additional metrics to increase visibility in projects are suggested to enable efficient project leading.
Den ökade användningen och behovet av mjukvara har utmanat traditionell projektledning, speciellt för hårdvaruorganisationer som är vana att kunna förlita sig på den linjära utvecklingen av ett projek. Utvecklingen av projekt som inkluderar inbyggda system med otaliga beroenden är nästan omöjliga att förutsäga. Litteratur visar att mjukvaruutvecklingsprojekt har problem att nå de ursprungliga målen för budget, tid och omfattning. Detta upptäcks för sent på grund av otillräckliga metoder för att mäta framsteg i projekt. Detta examensarbete genomfördes som en fallstudie på Saab, aktiv inom försvar- och säkerhetssektorn. Syftet med denna avhandling har varit att utvärdera hur projektledning för stora agila mjukvaruutvecklingsprojekt kontinuerligt kan följa utvecklingen för att möta de ursprungliga kundavtalen som är fastställda i tid, budget och omfattning. Denna kvalitativa undersökningsstudie genomfördes med semistrukturerade intervjuer och fokusgrupp intervjuer på företaget Saab, benchmarking intervjuer med ytterligare två företag och en omfattande litteraturstudie. För att utvärdera hur en metod för utvärdering av projektstatus ska utformas för att i tid ange om projektmålen inte kommer att uppnås, undersöktes utmaningarna med mjukvaruutveckling och därifrån har möjliga mätvärden och metoder för att mildra eller upptäcka dessa problem utvärderats. Några av de upptäckta problemen verkar överlappa flera industrier medan andra verkar vara mer specifika för just militär- och försvarsindustrin. En branschspecifik utmaning är säkerhetsaspekten som är oundviklig och kräver mycket dokumentation som stannar upp utvecklingsaktiviteterna. Andra upptäckta utmaningar var svårigheter att förstå krav som leder till felaktiga uppskattningar och arbete i fel riktning, oupptäckta beroenden som leder till mycket omarbetning och väntande på ytterligare delar, otillräckliga testmiljöer som leder till sen feedback och håller upp utvecklingen. Stora skillnader i de metoder som idag tillämpas från projektledning i dessa projekt var synligt under projektet, vilket indikerar på att det idag inte finns någon accepteras bästa metod i uppföjlning. Från analys av samlad empirisk data samt befintlig litteratur utvecklades ett förslag på hur en metod för uppföljning av stora agila mjukvaruprojekt skulle kunna se ut. Design på föreslagen modell skulle möjliggöra flexibilitet och kontroll samt förmedla ett helhetsperpektiv. Eftersom Saab avser att introducera Earned Value Management i sina mjukvaruprojekt kompletterades denna metod med COMOD, TRL, IRL och SRL för att få dessa tre egenskaper. Öppenhet och synlighet för både produkt och process visar sig också vara nyckeln till framgång i projektutveckling, vilket är möjligt med ytterligare mått för att öka synligheten i projektet.
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Gilbert, Candace June. « Large-scale portfolio assessment : Pitfalls and pathways ». CSUSB ScholarWorks, 1999. https://scholarworks.lib.csusb.edu/etd-project/1524.

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SANNINO, FABIANO. « THE DYNAMICS IN A LARGE SCALE TECHNOLOGY PROJECT ». PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2006. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=8726@1.

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Este trabalho apresenta um estudo de Dinâmica de Sistema como uma ferramenta de apoio às decisões da gerência de um projeto, procurando demonstrar sua utilização e aplicação em um projeto de implementação tecnológica de grande porte. O trabalho visa possibilitar que a gestão do projeto possua uma ferramenta de análise que proporcione a antecipação das interferências existentes nos projetos, como a necessidade de adição de recursos, ingerência nas decisões do projeto, alterações de escopo e solicitação de atividades adicionais não relacionadas diretamente ao projeto. A análise da dinâmica requer a manipulação de muitas variáveis, necessitando de ferramentas que auxilie a gerência do projeto na sua visão e compreensão do projeto como um todo. Com a técnica proposta, gerentes, tomadores de decisão e gestores em geral poderão analisar as variáveis de um processo e suas dependências no projeto. Inicialmente, o trabalho apresenta uma parte teórica relacionada à Dinâmica de Sistemas apresentando um breve histórico da técnica e informações conceituais. Em seguida discorre sobre implementações de projetos de Enterprise Resource Planning (ERP), suas principais características, modelos conceituais, fases, principais produtos existentes e estruturação da equipe necessária para o projeto. Seqüencialmente apresentamos os principais modelos causais e formais de gestão de projetos, realizando uma aplicação baseada nos conceitos de implementação de ERP, demonstrando o funcionamento das principais influências existentes.
This work presents a study of the System Dynamic as a support tool for decisions of the project leadership, demonstrating its use and application in a large-scale technology implementation project. Its objective is to make possible for the project management to have an analysis tool that provides the anticipation of the projects existent interferences, such as the need of additional resources, project decisions failures, scope changes, requests for additional activities not directly related to the project. The dynamic analysis requires the manipulation of many variables and needs a tool that supports the project leadership in their vision and better understanding of the overall project. With the proposed technique, project leadership, decision makers and managers in general can analyze the variables of a process and their dependencies. First, the work describes the theory related to System Dynamic, presenting a brief technique history and conceptual information. After that, it explains about Enterprise Resource Planning (ERP) implementation projects, their main characteristics, conceptual models, phases, main products and the required organizational structure. Afterwards, it introduces the main project management hard (formal) and soft (causal) models, applying the system dynamic based on the ERP implementation concepts and demonstrating the existing influences.
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Karapidakis, Sofoklis 1971. « Systems and project management : organizational structure and lessons learned in large scale projects ». Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/84237.

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Orozco, Mojica Diego. « Risk profile modeling for large scale projects : case study of a transmission line project ». Thesis, University of British Columbia, 2013. http://hdl.handle.net/2429/44280.

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Over the next several years in North America, the power grid needs to be revitalized and extended to deal with aging infrastructure, capacity constraints, and the pursuit of renewable energy sources. In Canada, and particularly the province of BC, very significant complexity and risk is involved in the approval, design and construction of such projects given highly variable terrain and weather conditions, the multiplicity of the environmental, First Nations, and third part stakeholder issues involved, and challenging regulatory and procurement processes. Described in this research is a holistic approach to the identification of risk as a function of project context, the representation of which is made difficult in the context of transmission line projects because of their large spatial scope and the vast volume of data of different types to be distilled and analyzed. Central to the approach is the representation of a project within an integrated environment in the form of multiple views of a project – product, process, participant, environment and risk. Treatment of the first four views aids the identification of risk drivers for a risk event. Knowledge of risk drivers assists with expressing likelihood of occurrence of a risk event and the magnitude of impacts should it occur, and selecting the most appropriate risk response. Application of the approach to a 255 km 500 KV design-build transmission line project is featured and challenges involved in developing its risk profile highlighted. How data visualization can assist development of a project’s risk profile and facilitating insights into it is also demonstrated. The use of the holistic approach described for the development of a project’s risk register and mining its contents using data visualization to generate useful insights has proven to be of significant value to project personnel.
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Sutar, Ajit Kumar 1976. « A web based integrated global project management system for large scale A/E/C/ projects ». Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9128.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2000.
Includes bibliographical references (leaves 79-81).
The globalization of architecture, engineering and construction (A/E/C) industry has added new dimensions to project management. A wide spectrum of tools and software are used by project managers to manage these geographically distributed projects. PC or LAN based project management software is already widespread and popular in A/E/C industry. However, the access to the software is limited to the LAN and the server where they reside, and to use the software, project managers have to undergo extensive training. Current practice in collecting latest progress data for updating schedule is time consuming, and it is difficult to communicate this information to all the participants involved, especially if they are in different companies and located in different countries. The goal of this thesis is to develop an Integrated Web based Global Project Management System (IGPMS). IGPMS provides a web based graphical user interface that allows project managers to view and update the projects online. IGPMS provides project managers with web-based analysis and reporting tool for the project schedules. IGPMS also integrates the different information systems used for project management through software interoperability and provides a "common language" for product, process and resource information. IGPMS also introduces the concept of a web based project repository where project managers can submit a new project to the server and instantly view, update and analyze the project schedule through a web browser.
by Ajit Kumar Sutar.
S.M.
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Van, Heerden Johan P. « Reducing risks in large scale projects : investigating the integration of systems engineering principles into project management ». Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/80151.

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Thesis (MScEng)--Stellenbosch University, 2013.
ENGLISH ABSTRACT: Project management (PM) is a very important field in engineering as a whole. The management of most projects has become more complex in recent times, due to greater technical complexity and the requirement of diversified skills. The management of risks is a very important process to improve the performance of a project. This is due to the link between project risks and objectives. However, this aspect of PM becomes increasingly more difficult to manage with increasing project complexity. For these reasons a need exists for more efficient PM methods. This thesis had three objectives. The first was to understand the processes and principles of PM, systems engineering (SE) and risk management. This was achieved by doing a literature study on the three fields. The second objective was to identify areas of greater risk within the management of projects. The final objective was to develop an effective generic model that illustrates the integration of SE principles into PM, with the goal to reduce the identified risks. Five risks were identified during this research. They were considered to be the most important in project management. This was accomplished by means of a questionnaire that was sent out to experts in the industry. It was established from this investigation that the following five risks, in order of importance, pose the biggest threat to the success of a project: 1. Poorly defined requirements; 2. Poor communication; 3. Poor risk management; 4. Lack of customer involvement; and 5. Inaccurate estimates. These risks were addressed by integrating the principles of SE into PM. SE is an iterative process that needs a diverse set of people, with a variety of skills, to achieve customer requirements. Various SE approaches and strategies were developed throughout the years. They were investigated to obtain insight into which of them can be used to improve PM. The top-down iterative development principles of SE offer a great advantage, and therefore it was appropriate to integrate these principles into PM. A model was developed as part of this thesis to illustrate the integration of SE principles into PM, and the importance of risk management. The model was named “Project Management Integrated with Systems Engineering Principles Model”. This tool can be used by engineers and their project teams to enhance the management of projects. It is also a generic tool that can be used for any project. The final step of this research was the validation of the model. This was done by means of expert evaluation. The purpose of this validation was to test whether the objectives of the research were met, and if the model was valid in the sense of ease of use and usefulness. The final objective of the validation process was to determine if the integration of systems engineering (SE) principles into project management (PM) were successful, and if it will reduce risks in large scale projects. It was concluded from this evaluation that its objectives were met and that the model successfully demonstrated the integration of SE into PM to reduce risks in large scale projects. Several recommendations were made that may enhance this study. They main recommendations are: 1. Researching the impact of communication on projects, by using case studies. 2. SE principles are mainly used in the first two phases of the model. Further investigation of using SE principles in phase three may be researched. 3. Customer involvement may be used during changes in the project. For this reason it is recommended that future studies may include investigation of the impact the customer has on project changes and the change management process. 4. The model could be tested in the industry on an active project. This will greatly improve the validity of the model.
AFRIKAANSE OPSOMMING: Projekbestuur is ‘n baie belangrike veld in ingenieurswese as geheel. As gevolg van die toenemende tegniese kompleksiteit en die vereiste van verskillende vaardighede, het die bestuur van meeste projekte meer gekompliseerd geraak met tyd. Die bestuur van risiko’s is ‘n baie belangrike proses om die uitvoering van ‘n projek te verbeter. Hierdie aspek van projekbestuur het egter al hoe moeiliker geword om te bestuur. Dus hiervoor bestaan daar ‘n behoefte vir meer doeltreffende projekbestuur metodes. Hierdie tesis het drie doelwitte gehad. Die eerste doelwit was om die prosesse en beginsels van projekbestuur, stelsels ingenieurswese en risikobestuur te verstaan. Dit was bevredig deur ‘n literatuur studie wat gedoen is in die drie velde. Die tweede doelwit was gestel om die areas van groter risiko binne die bestuur van projekte te identifiseer. Die finale doelwit was die ontwilkkeling van ‘n effektiewe generiese model wat die integrasie van stelsels ingenieurswese beginsels binne projekbestuur demonstreer, met die doel om die geïdentifiseerde risiko’s te verminder. Vyf risiko’s, wat as die mees belangrikste in projekbestuur beskou word, was geïdentifiseer. Hierdie risiko’s was deur middel van ‘n vraelys, wat aan deskundiges in die industrie gestuur was, geïdentifiseer. Die risiko’s, gelys in volgorde van belangrikheid, was: 1. Swak bepaalde vereistes; 2. Swak kommunikasie; 3. Swak risiko bestuur; 4. Onnoukeurige skattings; en 5. Geen kliënt betrokkenheid. Vervolgens was hierdie risiko’s deur die integrasie van stelsels ingenieurswese beginsels in projekbestuur toegespreek. Stelsels ingenieurswese is ‘n herhalingsproses wat die kliënt se vereistes bevredig, deur gebruik te maak van ‘n diverse groep mense met ‘n verskeidenheid van vaardighede. Verskeie stelsels ingenieurswese benaderings en strategië is deur die jare ontwikkel. Hierdie benaderings en strategië was geondersoek om vas te stel watter van hulle toegepas kan word om projekbestuur te verbeter. Die “top-down” herhalende ontwikkeling beginsels van stelsels ingenieurswese bied ‘n groot voordeel, en dit was om hierdie rede toepaslik om dié beginsels in projekbestuur te integreer. ‘n Model was ontwikkel as deel van die navorsing om die integrasie van stelsels ingenieurswese beginsels binne projekbestuur te illustreer, asook die belangrikheid van risikobestuur. Die model is genoem “Project Management Integrated with Systems Engineering Principles Model”. Hierdie model kan deur ingenieurs en hul projekspanne gebruik word om die bestuur van projekte te versterk. Die finale stap van die navorsing was die evaluasie van die model. Dit was gedoen deur middel van deskundige evaluasie. Die validasie proses het twee doelwitte gehad. Die eerste doel was om te bepaal of die doelwitte van die ondersoek bereik was, asook om vas te stel of die model geldig was in die sin van gemak van gebruik en bruikbaarheid. Die tweede doel van die validasie proses was om te bepaal of die model suksesvol die integrasie van stelsels ingenieurswese binne projekbestuur gedemonstreer het, en of hierdie integrasie risiko’s in groot skaalse projekte sal verminder. Dit was afgelei van die evaluasie dat die model wel suksesvol die integrasie van stelsels ingenieurswese binne projekbestuur demonstreer om risiko’s in grootskaalse projekte te verminder. Verskeie aanbevelings was gemaak wat hierdie navorsing kan versterk in waarde. Die hoof aanbevelings was: 1. Die impak wat kommunikasie op projekte het kan geondersoek word deur middel van gevallestudies. 2. Stelsels ingenieurswese beginsels is hoofsaaklik gedurende die eerste twee fases van die model gebruik. Die gebruik van stelsels ingenieurswese beginsels in fase drie kan verder ondersoek word. 3. Kliënt betrokkenheid gedurende veranderinge in ‘n projek kan gebruik word. Om hierdie rede word dit aanbeveel dat verdere studies die kliënt se impak op projek veranderings en verandering in bestuursproses ondersoek word. 4. Die model kan getoets word in die industrie op ‘n aktiewe projek. Dit sal die geldigheid van die model grootliks verbeter.
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Peters, Guy Matthew. « Visualising cooperation and conflict in large scale projects through the mathematisation and depiction of project conversations ». Thesis, University of Leicester, 2014. http://hdl.handle.net/2381/35983.

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Effective communication between different specialisms within complex or large scale projects is critical to keep such expensive and time consuming projects on time and on budget. Considerable literature exists in the field of project management concerned with the importance of effective communication in complex projects however relatively little research into establishing new ways of communicating across discourse community boundaries exisis. Social scientists such as Latour and Callon have underpinned the use of Actor Network Theory as a means to identify actors and networks and have outlined how aspects of quantification could be applied to what are often considered as purely qualitative elements of a project. Other social scientists such as Henry, MacEachren and Corrigan have identified the potential ability of ‘the visual’ to allow information to be transmitted across discourse boundaries and how this use of ‘the visual’ may permit greater levels of investigation into social phenomena through the development of an ‘emergent semantic’. Through an investigation of meetings undertaken as part of a complex project within the UK Space Science sector, this thesis investigates the use of ‘the visual’ as a means to more effectively communicate across discourse community boundaries and pays greater heed to the ‘softer’ emotions which are involved during the communication process but which are often treated differently or not considered as important by members from a different community.
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Rezvani, Azadeh. « Large scale complex projects — beyond the 'iron triangle' : An influence of soft skills on project success ». Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/116591/1/Azadeh_Rezvani_Thesis.pdf.

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This thesis addresses the gap in existing knowledge about the influence of soft skills on the successful delivery of large scale complex projects, through an examination of the role played by personal attributes, competency and attitudes of project managers and employees. Evidence-based recommendations result from the thesis for managers and project leaders around the ways the success of large scale complex project organisations can be conceptualised and time and money can be saved.
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Awad, Ahmed M. « The interaction between project finance of a large-scale construction project and macroeconomic indicators and policies ». Thesis, University of Nottingham, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430322.

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Livres sur le sujet "Large-scale project"

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Inc, Capricorn Indonesia Consult. Large scale & classified project profiles in Indonesia, 1993. Jakarta : CIC, 1993.

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Smithers, Tim. The Alvey large scale demonstrator project - design to product. Edinburgh : University of Edinburgh Department ofArtificial Intelligence, 1985.

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Kniberg, Henrik. Lean from the trenches : Managing Large-Scale Projects with Kanban. Dallas, Tex : Pragmatic Bookshelf, 2011.

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R, Bass B., U.S. Nuclear Regulatory Commission. Office of Nuclear Regulatory Research. Division of Engineering., Oak Ridge National Laboratory et Gesellschaft fu r Anlagen- und Reaktorsicherheit. Dept. of Structural Mechanics., dir. CSNI Project for Fracture Analyses of Large-Scale International Reference Experiments (Project FALSIRE). Washington, DC : Division of Engineering, Office of Nuclear Regulatory Research, U.S. Nuclear Regulatory Commission, 1993.

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Sherman, Alan T. VLSI placement and routing : The PI project. New York : Springer-Verlag, 1989.

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Large-scale construction projects : Management, design, and execution. London : Batsford Academic and Educational, 1985.

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Al-Khouri, Ali M. Program management of technology endeavours : Lateral thinking in large scale government program management. Houndmills, Basingstoke Hampshire : Palgrave Macmillan, 2015.

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Gumaa, Yousif Taha. Kenana : A large scale sugar project in the Sudan : an economic evaluation. Addis Ababa : Organization for Social Science Research in Eastern Africa, 1993.

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Pearson, P. David. Improving the information value of performance items in large scale assessments. [Palo Alto, CA : American Institutes for Research in the Behavioral Sciences, 1997.

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Niemi, Richard G. Innovative solutions to intractable large scale assessment (problem 2 : background questionnaires). [Washington, DC] : U.S. Dept. of Education, Office of Educational Research and Improvement, National Center for Education Statistics, 1997.

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Chapitres de livres sur le sujet "Large-scale project"

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Bădică, Amelia, Costin Bădică, Doina Logofătu, Ion Buligiu et Liviu Ciora. « Modeling Block Structured Project Scheduling with Resource Constraints ». Dans Large-Scale Scientific Computing, 484–92. Cham : Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41032-2_55.

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Grann, Henning. « The Europipe Landfall Project ». Dans Large-Scale Constructions in Coastal Environments, 157–67. Berlin, Heidelberg : Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/978-3-642-59928-6_15.

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Schuecker, P., H. Horstmann et W. Seitter. « MRSP — The Muenster Redshift Project ». Dans Large Scale Structures of the Universe, 526–27. Dordrecht : Springer Netherlands, 1988. http://dx.doi.org/10.1007/978-94-009-2995-1_81.

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Dobrinkova, Nina, Alexander Arakelyan, Aghavni Harutyunyan et Sean Reynolds. « Project for an Open Source GIS Tool for Visualization of Flood Risk Analysis After Mining Dam Failures ». Dans Large-Scale Scientific Computing, 300–308. Cham : Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41032-2_34.

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Turner, R. Kerry. « Economics and Project Management in the Coastal Zone ». Dans Large-Scale Constructions in Coastal Environments, 141–50. Berlin, Heidelberg : Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/978-3-642-59928-6_13.

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Williams, Graham, Irfan Altas, Sergey Bakin, Peter Christen, Markus Hegland, Alonso Marquez, Peter Milne, Rajehndra Nagappan et Stephen Roberts. « The Integrated Delivery of Large-Scale Data Mining : The ACSys Data Mining Project ». Dans Large-Scale Parallel Data Mining, 24–54. Berlin, Heidelberg : Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/3-540-46502-2_2.

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Smaal, Aad C., et Alle Hoek. « Managing the Ecology and Economy of Modified Estuaries : The Delta Project in The Netherlands ». Dans Large-Scale Constructions in Coastal Environments, 131–40. Berlin, Heidelberg : Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/978-3-642-59928-6_12.

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Søvik, Harald, et Morten Forfang. « Tech Challenges in a Large-Scale Agile Project ». Dans Lecture Notes in Business Information Processing, 353–61. Berlin, Heidelberg : Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-13054-0_38.

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Mohr, R., R. Buschmann, L. Falkenhagen, L. Van Gool et R. Koch. « Cumuli, Panorama, and Vanguard Project Overview ». Dans 3D Structure from Multiple Images of Large-Scale Environments, 1–13. Berlin, Heidelberg : Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/3-540-49437-5_1.

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Tarr, James E., et Victor Soria. « Challenges in Conducting Large-Scale Studies of Curricular Effectiveness : Data Collection and Analyses in the COSMIC Project ». Dans Large-Scale Studies in Mathematics Education, 75–91. Cham : Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-07716-1_5.

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Actes de conférences sur le sujet "Large-scale project"

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Stanciu, Ciprian-Leontin. « Project status accuracy in large-scale software projects ». Dans 2011 6th IEEE International Symposium on Applied Computational Intelligence and Informatics (SACI). IEEE, 2011. http://dx.doi.org/10.1109/saci.2011.5873002.

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Kono, Yasushi. « Large-scale replacement project of Hanshin Expressway ». Dans IABSE Congress, Stockholm 2016 : Challenges in Design and Construction of an Innovative and Sustainable Built Environment. Zurich, Switzerland : International Association for Bridge and Structural Engineering (IABSE), 2016. http://dx.doi.org/10.2749/stockholm.2016.1160.

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Yu, Jingmin. « Large-Scale Graph Processing Project Using Pregel ». Dans 2022 International Conference on Social Sciences and Humanities and Arts (SSHA 2022). Paris, France : Atlantis Press, 2022. http://dx.doi.org/10.2991/assehr.k.220401.049.

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« TOWARDS MODELING LARGE SCALE PROJECT EXECUTION MONITORING - Project Status Model ». Dans 5th International Conference on Software and Data Technologies. SciTePress - Science and and Technology Publications, 2010. http://dx.doi.org/10.5220/0003009100360041.

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Xie, Aiguo, et Yingzong Liu. « Virtual Organization Project Management Capability for Large Scale Engineering Project ». Dans 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.1258.

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Sirikijpanichkul, Ackchai, Sarintorn Winyoopadit et Chavalek Vanichavetin. « TRAFFIC IMPACT ASSESSMENT OF LARGE-SCALE WATER IRRIGATION PROJECT ». Dans International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2013. http://dx.doi.org/10.32738/ceppm.201310.0032.

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Sams, Kimberly, et Richard Esposito. « SECARB : Partnering with Industry for Large Scale CCS Projects ». Dans NETL Carbon Storage R&D Project Review Meeting. US DOE, 2013. http://dx.doi.org/10.2172/1765672.

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Pedersen, Nikolaj Rask, Jonas Sejersbøl Jacobsen et Søren Lausten. « Challenges and innovation in large-scale infrastructure projects – the WHSD project ». Dans IABSE Conference, Kuala Lumpur 2018 : Engineering the Developing World. Zurich, Switzerland : International Association for Bridge and Structural Engineering (IABSE), 2018. http://dx.doi.org/10.2749/kualalumpur.2018.0378.

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<p>The Western High Speed Diameter – Central section – is a major infrastructure project comprising marine viaduct bridges, cable stayed bridges and a double-deck truss girder bridge. This paper demonstrates how an aesthetic design was obtained to match a spectacular scenery set by the city of Saint Petersburg, Russia. It is discussed how the choice of spectacular solutions influenced the structural design and construction. The engineering innovations to complete the project, which had significant urban constraints, included state-of-the-art bridge deck launching and lowering sequences and attracted some of the world’s leading specialists within their field.</p>
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Xin, Li, Lu Qiang, Zhang Yuan et Jiang Dongfang. « Management Mechanism Innovation of Owner-led Large-Scale Demonstration Projects Project ». Dans 2020 International Conference on Wireless Communications and Smart Grid (ICWCSG). IEEE, 2020. http://dx.doi.org/10.1109/icwcsg50807.2020.00098.

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Tsuishu, Kenta, et Seiji Hotta. « Cubic style browsing system for large-scale image database ». Dans 2014 Third ICT International Student Project Conference (ICT-ISPC). IEEE, 2014. http://dx.doi.org/10.1109/ict-ispc.2014.6923213.

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Rapports d'organisations sur le sujet "Large-scale project"

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Flanery, R. E. Jr, et J. M. Donato. Visualization for the Large Scale Data Analysis Project. Office of Scientific and Technical Information (OSTI), avril 1996. http://dx.doi.org/10.2172/245668.

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Berson, R. Eric. Ethanol Production from Biomass : Large Scale Facility Design Project. Office of Scientific and Technical Information (OSTI), octobre 2009. http://dx.doi.org/10.2172/1287284.

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Li, Xiaocan. IC Project : Large-scale Particle Acceleration during Magnetic Reconnection. Office of Scientific and Technical Information (OSTI), mars 2019. http://dx.doi.org/10.2172/1501773.

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Williams, Timothy J., Ramesh Balakrishnan, Fabien Delalondre, Felix Schuermann, Eilif Muller et Marc Oliver Gewaltig. Large-Scale Simulation of Brain Tissue, Blue Brain Project, EPFL. Office of Scientific and Technical Information (OSTI), mai 2018. http://dx.doi.org/10.2172/1483995.

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Mniszewski, Susan M. Large-scale Epidemic Modeling and Simulation : W14_EpiSim Institutional Computing Project. Office of Scientific and Technical Information (OSTI), décembre 2016. http://dx.doi.org/10.2172/1337137.

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Bass, B. R., C. E. Pugh, J. Keeney-Walker, H. Schulz et J. Sievers. CSNI Project for Fracture Analyses of Large-Scale International Reference Experiments (Project FALSIRE). Office of Scientific and Technical Information (OSTI), juin 1993. http://dx.doi.org/10.2172/10171703.

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Brown, S., J. McFee, C. Broom, H. Dugger et E. Stallings. Large-scale demonstration and deployment project at Los Alamos National Laboratory. Office of Scientific and Technical Information (OSTI), avril 1999. http://dx.doi.org/10.2172/334232.

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M.A. Ebadian, Ph D. LARGE-SCALE DEMONSTRATION AND DEPLOYMENT PROJECT-TECHNOLOGY INFORMATION SYSTEM (LSDDP-TIS). Office of Scientific and Technical Information (OSTI), janvier 1999. http://dx.doi.org/10.2172/772503.

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Bass, B. R., C. E. Pugh, J. Keeney, H. Schulz et J. Sievers. CSNI Project for Fracture Analyses of Large-Scale International Reference Experiments (FALSIRE II). Office of Scientific and Technical Information (OSTI), novembre 1996. http://dx.doi.org/10.2172/434335.

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Hancu, Dan. Large Pilot-Scale Carbon Dioxide (CO2) Capture Project Using Aminosilicone Solvent.Final Scientific/Technical Report. Office of Scientific and Technical Information (OSTI), décembre 2017. http://dx.doi.org/10.2172/1414342.

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