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Artykuły w czasopismach na temat "Projects"
Bernier, Gaston. "Projets et « projects »". Documentation et bibliothèques 39, nr 1 (1993): 43. http://dx.doi.org/10.7202/1028604ar.
Pełny tekst źródłaKasten, Peggy. "Projects: Project Prime". Mathematics Teacher 92, nr 5 (maj 1999): 458. http://dx.doi.org/10.5951/mt.92.5.0458.
Pełny tekst źródłaKasten, Peggy. "Projects: Project CLIMB". Mathematics Teacher 94, nr 5 (maj 2001): 430a—432. http://dx.doi.org/10.5951/mt.94.5.430a.
Pełny tekst źródłaKaput, Jim. "Projects: SimCalc Project". Mathematics Teacher 96, nr 2 (luty 2003): 158. http://dx.doi.org/10.5951/mt.96.2.0158.
Pełny tekst źródłaNunes, Marco, i António Abreu. "Applying Social Network Analysis to Identify Project Critical Success Factors". Sustainability 12, nr 4 (18.02.2020): 1503. http://dx.doi.org/10.3390/su12041503.
Pełny tekst źródłaKonesi Emmanuel Kinoti, Watenga. "Project Control and Project Performance of Irrigation Projects in Embu County, Kenya". International Journal of Science and Research (IJSR) 13, nr 4 (5.04.2024): 1109–18. http://dx.doi.org/10.21275/sr24415114258.
Pełny tekst źródłaShaffiee Haghshenas, Sina, Sami Shaffiee Haghshenas, Milad Barmal i Niloofar Farzan. "Utilization of Soft Computing for Risk Assessment of a Tunneling Project Using Geological Units". Civil Engineering Journal 2, nr 7 (30.07.2016): 358–64. http://dx.doi.org/10.28991/cej-2016-00000040.
Pełny tekst źródłaAhmad Latiffi, Aryani, i Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers". International Journal of Real Estate Studies 15, nr 1 (23.06.2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.
Pełny tekst źródłaShepherd, Dean A., Holger Patzelt i Christopher M. Berry. "Why Didn’t You Tell Me? Voicing Concerns Over Objective Information About a Project’s Flaws". Journal of Management 45, nr 3 (2.02.2017): 1087–113. http://dx.doi.org/10.1177/0149206316688942.
Pełny tekst źródłaWaleed Iftikhar. "A Novel Approach of Tailoring PMBOK activities that best suit Software Development Projects". Lahore Garrison University Research Journal of Computer Science and Information Technology 4, nr 1 (26.03.2020): 11–20. http://dx.doi.org/10.54692/lgurjcsit.2020.0401140.
Pełny tekst źródłaRozprawy doktorskie na temat "Projects"
Šmerda, Miroslav. "Řízení projektů Business Intelligence". Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75901.
Pełny tekst źródłaOwens, John Allen. "Project management for complex transportation projects". [Ames, Iowa : Iowa State University], 2010. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1476334.
Pełny tekst źródłaOlsson, Nils. "Project Flexibility in Large Engineering Projects". Doctoral thesis, Norwegian University of Science and Technology, Department of Civil and Transport Engineering, 2006. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-1932.
Pełny tekst źródłaTraditionally, projects tend to strive for increased predictability by managing details and attempting to bring all variables under control. However, experience shows that the chance of realising a plan without major amendments decreases with an increasing time horizon, which points to a need for flexible projects. A number of scholars argue that flexibility is necessary to face changes and uncertainty in the business environment. On the other hand, flexible projects are generally not described as desirable in project management literature. These conflicting approaches to flexibility have justified an analysis of the dynamics related to project flexibility, both from a theoretical and an empirical perspective. Such an analysis is presented in this thesis,based on analyses of large engineering projects in Norway. Most of the projects are governmental investments.
This thesis aims at structuring knowledge on project flexibility. Two types of results have emerged; the first related to how to analyse project flexibility, and the second related to how to manage flexible projects. Based on studies of different parts of the life cycle of projects, the research provides indications as to how flexibility can be addressed in the front-end phase of large public investments. A framework for analysing project flexibility is also proposed.
Chapter 1 discusses flexibility in a project management perspective, and raises key research questions. The research presented in this thesis addresses the dynamics between utilising benefits from flexible approaches and avoiding drawbacks. Being flexible is characterised by a capability to adapt to new, different or changing requirements.
Flexibility is used in a rather wide sense in the thesis, but is always related to the managing effects of uncertainty. Project flexibility includes adjustments and preparations in response to both internal and contextual uncertainty, such as for example, scope change management, iterative decision process and adjustments related to uncertain funding. Chapter 1 ends with two key research questions related to how to analyse and manage project flexibility.
Chapter 2 presents the research design. The thesis is based on nine papers. These papers are summarised in part one of the thesis. Three main data sources have been used, along with complementary information. First, project evaluations and summaries of 18 Norwegian investment projects have been analysed. Second, this research has benefited from access to an established database for major governmental investments, including results from 48 front-end assessments of large governmental projects. Third, a wider range of data has been collected in a multi-case study of four Norwegian railway projects.
The research is based on an inductive-deductive approach, using a combination of qualitative and quantitative information. Validity and reliability associated with the data used in this thesis are not sufficient to provide solid answers, taken in isolation. As is common in project management research, the small samples in the studies generally do not support statistical analysis of the data, particularly when subgroups of the material are subject to analysis. However, the research has taken previous studies of related issues into account.The results presented in the thesis support many of the findings from other studies, but also indicate some nuances to common understanding of project flexibility. Further research is needed to clarify to what extent these indications are of a general nature or project-specific.
Chapter 3 discusses project flexibility in different project phases. A distinction is made between three project phases: front-end, planning and execution. Both this thesis and previous research point to a flexible front-end phase as the least controversial aspect of project flexibility. Low flexibility after the front-end phase increases the likelihood of projects being completed on time, within budget and according to specifications. Some models and measures of project flexibility in a time perspective are also presented in this chapter.
Chapter 4 analyses project flexibility from a stakeholder perspective. Project stakeholders are actively involved in a project, or their interests may be positively or negatively affected by the project. Project flexibility is perceived differently by different stakeholders. Flexibility for one project stakeholder can be another stakeholder’s risk.
An analysis of flexibility in stakeholder perspective called for a distinction between internal and external project flexibility. Project internal flexibility relates to flexibility within defined scope – how requirements are to be met. External flexibility refers to adjustments of project scope – what requirements are to be met. Project internal flexibility appears to be particularly desirable to project managers and contractors. Project external flexibility is more likely to be looked upon favourably by users and project owners. Incentives open to stakeholders affect their approaches to project flexibility. In general, flexible projects have a value for stakeholders which benefit from adjustments and come at a cost for those who have to adapt.
Chapter 5 highlights the relevance of efficiency and effectiveness when discussing flexible projects. In general, efficiency is related to producing direct project outputs, often measured in terms of cost, time and quality. Effectiveness is related to added value for owners and users. The case in favour of flexibility emphasises the possibility to increase a project’s effectiveness. The case against project flexibility highlights the negative effects on efficiency due to changes and the possibilities for frustration due to lack of decisions and commitments.
Analyses presented in this thesis indicate challenges in materialising the expected benefits of flexible projects. On the other hand, the expected decrease in efficiency in flexible projects has been frequently observed throughout the analysis. Chapter 5 also addresses redundancy as an enabler for project flexibility. Redundancy is created when more resources than strictly necessary are available. The logic behind redundancy is that a project with redundant resources will be efficient because it can be executed as planned, compared to a project with no redundancy that turns out to be error-prone in reality.
Chapter 6 discusses flexibility related to modularity, flexible decision processes and flexible final products. Flexibility in the decision process means that decisions and commitments in projects are made sequentially over phases. Flexibility in the product is achieved when the final product that a project is to produce is prepared for alternative use. There are indications that flexible projects utilise both flexible products and flexible decision processes, rather than emphasising one of these dimensions at the expense of the other. When analysing flexibility in decision processes, there was a need to make a distinction between planned and actual approaches to flexibility. Actual approaches turn out to be different from planned ones.
Modularity can be an enabler for flexible project management. On a macro level, modularity means that projects are divided into independent sub-units. Decision makers can then make incremental commitments to each sub-unit at a time. In the studied projects, macro modularisation was associated with cost control but also with lower benefit realisation than planned. On a micro level, modularisation means a decomposition of a product into modules with specified interfaces. Such modularisation can reduce the ‘knock-on’ effects of design changes.
Chapter 7 summarises a framework for analysing project flexibility and indicates guidelines for managing flexible projects. The framework for analysis consists of project flexibility categorisations, perspectives of analysis, and flexibility drivers and enablers. Approaches for the management of project flexibility are also suggested in Chapter 7. Successful strategies for project flexibility either aim at avoiding flexibility or at enabling projects to be flexible. Projects can avoid adjustments or live with them. One key to successful flexibility management in projects lies in the transition from an initial open-minded environment to the subsequent focused phases. Based on the results in the thesis, an attempt is made to list approaches to project flexibility management.
Even though the results are based on studies of only a few projects, there are indications that the drawbacks of flexible projects are largest when projects do not prepare for future adjustments. This notion is consistent with previous works on flexibility, which highlight that flexible decisions require a structural framework of strategies and guidelines. The suggested approaches and categorisations related to project flexibility are intended as an input to such a structural framework.
Paper I and II reprinted with kind permission of Elsevier, sciencedirect.com
Jeebe, Hans-Jürgen. "Diversity Management in IT-Projekten". Doctoral thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-76810.
Pełny tekst źródłaPinto, Jefferson de Souza. "Variáveis dos atributos complexidade e incerteza em projetos : proposta de criação de escala de mensuração". [s.n.], 2012. http://repositorio.unicamp.br/jspui/handle/REPOSIP/264270.
Pełny tekst źródłaTese (doutorado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica
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Resumo: O trabalho tem por objetivo desenvolver um instrumento de avaliação de projetos - uma Escala de Mensuração em graus numéricos - que contempla um conjunto de variáveis dos atributos complexidade e incerteza em projetos. Do ponto de vista do Método, a pesquisa caracteriza-se como exploratória e de natureza qualitativa, pois se baseou no referencial teórico disponível sobre o assunto, levantamento de campo e desenvolvimento de uma Escala de Mensuração por meio de técnicas estatísticas. Pelo referencial teórico, identificou-se um conjunto de variáveis que representam os atributos complexidade e incerteza. Este conjunto de variáveis foi avaliado por 32 gestores de projetos que, por meio de um questionário, validaram dois grupos de 14 variáveis, um para cada atributo, os quais passaram por análises de técnicas estatísticas de análises multivariadas - o Escalonamento Multidimensional e a Análise de Conglomerados. Os resultados das análises evidenciaram 10 variáveis que possuem maior aderência a cada um dos atributos (complexidade e incerteza) e que, por isso, passam a compor a Escala de Mensuração. Esta análise permitiu também estabelecer um critério para o cálculo das pontuações para a composição da referida escala, resultando na confecção de uma matriz que faz convergir à classificação dos atributos a um único ponto em relação à complexidade e incerteza dos projetos. A Escala de Mensuração desenvolvida pode ser utilizada de forma rápida para qualquer projeto de diferentes tipos e portes de organização, tendo apenas como pré-requisito a identificação das variáveis dos projetos por parte do gerente do projeto
Abstract: This thesis aims at developing a tool for evaluating projects - a range of numerical measurement in degrees - which includes a set of attributes of variables complexity and uncertainty in projects. From the Methodology point of view, this research is characterized as exploratory and qualitative in nature, as it was based on the theoretical framework available on the subject, field survey and development of a range measurement by means of statistical techniques. Through theoretical foundations, we identified a set of variables that represent the attributes complexity and uncertainty. This set of variables was evaluated by 32 project managers who, through a questionnaire, validated two groups of 14 variables, one for each attribute, which were analyzed through multivariate statistical techniques - the Multidimensional Scaling and Cluster Analysis. The analysis results showed that 10 variables have bigger adhesion to each one of the attributes (complexity and uncertainty) therefore; they became part of the range measurement. This analysis also allowed establishing a criterion for the calculation of scores for the composition of that scale, resulting in the production of a matrix that converges to the classification of attributes into a single point in relation to the complexity and uncertainty of projects. The Measurement Scale developed in this research can be easily applied to projects of different organizations kinds and sizes, and identifying the variables of the project by the project manager is it's only prerequisite
Doutorado
Materiais e Processos de Fabricação
Doutor em Engenharia Mecânica
MARINHO, Marcelo Luiz Monteiro. "Uncertainty management in software projects". Universidade Federal de Pernambuco, 2015. https://repositorio.ufpe.br/handle/123456789/15977.
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Various projects types are proposed with different objectives; it is necessary to manage strategically, according to organizational goals. Successful projects increase sales, reduce costs, improve quality, customer satisfaction, the work environment; among other benefits. An increasing number of companies use project management as a key strategy for maintaining competitiveness, increasing the value possibility to their business. However, many projects with all the ingredients for success fail. One reason for this is related to failure in assessing the uncertainties by executives, managers and project team. In a typical software development environment it is not different. Thus, the aim of this work is to propose an approach to manage uncertainties in software projects to contribute to their better performance and influence their success. The research method used in this work is based on the principles of Evidence-Based Software Engineering. During the guide conception stage an exploratory literature research on managing uncertainty in software projects and a systematic literature review on the state of the art theme in a more structured way along with an action research conducted in a software development project were conducted. In addition, semi-structured interviews with software industry experts and researchers in the field were carried out in order to obtain improvement to the approach. In the evaluation phase a focus group was conducted to evaluate the proposed approach. The results showed that an exploratory literature review helped to characterize the difference between risk and uncertainty and mapped the uncertainty sources. The systematic literature review found 5 ways to manage uncertainties in projects; 18 practices for project management focusing on reducing uncertainties; a confirmation of the uncertainty sources mapped in primary studies and the relationship between uncertainty and innovative projects was assessed. In the action research there was an application of techniques and strategies in projects and investigation on whether those contributed to uncertainty; in semi-structured interviews the addition of the practical point of view for the approach was evaluated and added. Finally, the focus group was performed to assess the elaborated approach. The results of this research contribute to software project management by defining an approach to uncertainty management, as well as describing strategies and guidelines for team members.
Vários tipos de projetos são propostos, com diferentes objetivos, em que é preciso gerenciálos estrategicamente de acordo com metas organizacionais. Projetos bem sucedidos aumentam as vendas, reduzem os custos, melhoram a qualidade, a satisfação do cliente, o ambiente de trabalho, entre outros benefícios. Assim, um número crescente de empresas utilizam o gerenciamento de projetos como uma estratégia fundamental para manter a competitividade, aumentando a possibilidade de valor aos seus negócios. No entanto, muitos projetos com todos os ingredientes para o sucesso, falham. Um dos motivos porque isso acontece relaciona-se com a não avaliação das incertezas pelos executivos, gerentes e equipe do projeto. Em um ambiente de desenvolvimento de software típico não é diferente. Baseado nisso, o objetivo geral deste trabalho é propor uma abordagem para gerenciar as incertezas em projetos de software, contribuindo assim para um melhor desempenho dos projetos de software e influenciando no seu sucesso. O método de pesquisa adotado neste trabalho está fundamentado nos princípios da Engenharia de Software baseado em evidências. Foi realizada uma pesquisa exploratória da literatura sobre gerenciamento das incertezas em projetos de software. Em seguida, de forma mais estruturada, foi realizada uma revisão sistemática da literatura sobre o estado da arte do tema juntamente com uma pesquisa-ação, conduzida em um projeto de desenvolvimento de software. Além disso, entrevistas semi-estruturadas foram realizadas com especialistas da indústria de software e pesquisadores na área a fim de avaliar as evidências encontradas e adicionar insumos para a abordagem. Na fase de avaliação foi realizado um grupo focal com especialistas que avaliaram a abordagem proposta. Os resultados da revisão da literatura exploratória serviu para caracterizar a diferença entre riscos e incertezas e foram mapeadas as fontes de incertezas. Da revisão sistemática da literatura encontramos 5 formas de gerenciar as incertezas nos projetos e 18 práticas para o gerenciamento de projetos focando na redução das incertezas. Foi realizada uma confirmação das fontes de incertezas mapeadas nos estudos primários e avaliada a relação entre incertezas e projetos inovadores. Na pesquisa-ação pôde-se aplicar técnicas e estratégias em projetos e investigar se essas contribuíram para gestão da incerteza. Nas entrevistas semiestruturadas foi avaliado e adicionado o ponto de vista prático para a abordagem. Finalmente, um grupo focal foi realizado para avaliar a abordagem elaborada. Os resultados desta pesquisa contribuem para a gestão de projetos de software por definir uma abordagem para o gerenciamento de incerteza, bem como descrevendo as estratégias e orientações para os membros da equipe.
Uzzaman, M. (Md). "Visual project management practices to control projects". Master's thesis, University of Oulu, 2019. http://jultika.oulu.fi/Record/nbnfioulu-201904031379.
Pełny tekst źródłaFarlik, John T. "Project success in agile development software projects". Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10108921.
Pełny tekst źródłaProject success has multiple definitions in the scholarly literature. Research has shown that some scholars and practitioners define project success as the completion of a project within schedule and within budget. Others consider a successful project as one in which the customer is satisfied with the product. This quantitative study was conducted to test the relationship between communications of agile teams and project success. The research also tested the relationship between software process improvement and project success. The researcher presented three different characterizations of project success (time, budget and customer satisfaction). Through correlation testing, the study examined the results of the relationship between communications, software process improvement, and project success. The customer satisfaction definition of project success was more closely correlated with projects in which communications was effective. Projects characterized as having a formal software process improvement process in place were more closely correlated with the cost and schedule definitions of project success. Implications of the study include conducting further research with ordinal data in the regression testing of the independent and dependent variables. Future work should concentrate upon risk and change management in an agile project management project environment. This work furthers the ideas contained in the Project Management Second Order (PM-2) framework.
SILVA, Fabiana Leonel Ambrosio da. "Análise do Impacto do Gerenciamento de Riscos no Sucesso de Projetos: Um Estudo de Caso em uma Organização de Desenvolvimento de Software". Universidade Federal de Pernambuco, 2017. https://repositorio.ufpe.br/handle/123456789/19689.
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A falha na condução dos projetos de software é um assunto que sempre foi uma preocupação para a engenharia de software. Muitas são as iniciativas em melhoria de processo no desenvolvimento de software e gerenciamento de projetos que buscam reduzir estas falhas. Os projetos de software são complexos por natureza e estão sujeitos a uma série de incertezas. Conhecer estas variáveis pode ajudar aos gestores a tomar decisões de forma eficaz e conduzir o projeto ao sucesso. Mesmo com todas as iniciativas para que os projetos tenham sucesso, as incertezas sempre existirão. Essa constatação faz com que a área de gerência de riscos tenha uma importância significativa. O objetivo deste trabalho foi realizar uma análise do impacto do gerenciamento dos riscos no sucesso de projetos de software. A implantação das melhorias no processo de gerenciamento de risco objetivaram também atender aos modelos de maturidade CMMI e MPS.BR. Para isso, foi realizado um estudo de caso em uma organização de desenvolvimento de software. Durante o estudo de caso, a criação de um repositório de riscos organizacionais foi realizada e alimentada com cinco projetos. Um dos desafios deste trabalho foi definir conceitos e medidas objetivas para avaliar os eventos associados com o gerenciamento de riscos e com o sucesso de projetos. Uma avaliação preliminar em 15 (quinze) projetos finalizados foi realizada para entender como o gerenciamento dos riscos de cada um desses projetos, impactou no seu sucesso.
The failure of conducting software projects is an issue that becomes a concern for Software Engineering. There are many initiatives to reach process improvement in software development that intend to reduce these failures. The software projects are complex by nature and are subject to a number of uncertainties. Knowing these variables can help managers take decisions to effectively lead the project to success. Even with all these initiatives for projects to succeed, uncertainties exist. This observation means risk management has significant importance. The goal of this work was to analyze the impact of risk management on the success of software projects. The implementation of improvements in the risk management process also aimed to meet the CMMI maturity models and MPS.BR. In this direction, a case study in a software development organization was conducted. During the case study, a repository with organizational risks was the created and fed with the risks from five projects. One of this work's challenges was to define concepts and accurate measures to assess the events associated with the risk management and project success. A preliminary assessment within fifteen (15) completed projects was performed in order to understand how risk management impact on their success
Pombo, Mauro Ricardo Vilhena. "Sistemas de gestão de projectos e serviços: estudo de caso". Master's thesis, Escola Superior de Ciências Empresariais, 2013. http://hdl.handle.net/10400.26/5121.
Pełny tekst źródłaO mundo empresarial está cada vez mais competitivo, as empresas enfrentam uma mudança cada vez mais rápida em termos de mercados, tecnologias e produtos/serviços. As empresas procuram a todo o momento preencher lacunas entre o planeamento e a execução dos projectos. Para tal, procuram apoiar-se em ferramentas que auxiliem a gestão de projectos. Os sistemas de gestão de projectos de engenharia possibilitam a optimização e sistematização das tarefas durante a execução do projecto. Estes proporcionam uma gestão mais eficiente, maior capacidade para armazenamento e tratamento de informação e maior organização. Procurei analisar algumas das soluções de sistemas de gestão de projectos de engenharia e aferir quanto às vantagens destes sistemas nas PME’s (Pequenas e Médias Empresas).
The business world is increasingly competitive, companies face an increasingly rapid change in terms of markets, technologies and products/services. Companies seek at all times to fill gaps between projects planning and implementation. To this end, they seek to rely on tools that help manage projects. Engineering projects management systems enable the optimization and systematization of tasks during the project implementation. These provide more efficient, higher capacity storage and processing of information and greater organization. I tried to analyze some of the solutions of engineering project management systems and benchmark as to the advantages of these systems in SME’s (Small and Medium Enterprises).
Książki na temat "Projects"
author, Strong Kelly C., Gransberg Douglas D. author, Jeong Hyung Seok author, National Research Council (U.S.). Transportation Research Board i Second Strategic Highway Research Program (U.S.), red. Guide to project management strategies for complex projects. Washington, DC: Transportation Research Board, 2015.
Znajdź pełny tekst źródłaManaging projects with Microsoft Project. London: Van Nostrand Reinhold, 1994.
Znajdź pełny tekst źródłaMoniteur, Editions du. Aluminium architecture: 33 projets = projects. Paris: Groupe moniteur, 2007.
Znajdź pełny tekst źródłaMoniteur, Editions du. Lumiere: Lighting : 42 projets / projects. Paris: Groupe moniteur, 2009.
Znajdź pełny tekst źródłaProject management for small projects. Vienna, VA: Management Concepts, 2007.
Znajdź pełny tekst źródłaE, Hodgson Damian, i Cicmil Svetlana, red. Making projects critical. New York: Palgrave Macmillan, 2006.
Znajdź pełny tekst źródłaBadiru, Adedeji Bodunde. Managing industrialdevelopment projects: A project management approach. New York: Van Nostrand Reinhold, 1993.
Znajdź pełny tekst źródłaManaging industrial development projects: A project management approach. New York: Van Nostrand Reinhold, 1993.
Znajdź pełny tekst źródłaManaging projects at work. Aldershot, Hampshire, England: Gower, 1999.
Znajdź pełny tekst źródłaTurner, Rodney. What are projects and project management? Henley-on-Thames: Henley The Management College, 1990.
Znajdź pełny tekst źródłaCzęści książek na temat "Projects"
Natriello, Gary. "Projects, Projects, Projects". W Digital-Age Innovation in Higher Education, 63–96. New York, NY : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003038924-6.
Pełny tekst źródłaBenfer, Katja, i Cyrus Zahiri. "2 Projekte / Projects". W Architekturen, 41–186. Bielefeld, Germany: transcript Verlag, 2022. http://dx.doi.org/10.14361/9783839465752-002.
Pełny tekst źródłaCarmichael, David G. "Project Delivery—CDM Projects". W Future-proofing—Valuing Adaptability, Flexibility, Convertibility and Options, 115–30. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-15-0723-6_8.
Pełny tekst źródłaGoldberg, Jay R. "Projects and Project Teams". W Capstone Design Courses, 23–27. Cham: Springer International Publishing, 2007. http://dx.doi.org/10.1007/978-3-031-01619-6_7.
Pełny tekst źródłaIgberaese, Davies A. "Projects and Project Management". W Introduction to Project Management, 3–14. London: Routledge, 2022. http://dx.doi.org/10.1201/9781003230649-2.
Pełny tekst źródłaLeblebici, Anil, Patrick Mayor, Martin Rajman i Giovanni De Micheli. "Projects". W Nano-Tera.ch, 171–221. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99109-2_6.
Pełny tekst źródłaTorbert, Shane. "Projects". W Applied Computer Science, 143–70. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-1888-7_6.
Pełny tekst źródłaKizza, Joseph Migga. "Projects". W Guide to Computer Network Security, 527–37. London: Springer London, 2015. http://dx.doi.org/10.1007/978-1-4471-6654-2_25.
Pełny tekst źródłaThomas, Donald E., i Philip R. Moorby. "Projects". W The Verilog® Hardware Description Language, 245–54. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4757-2464-6_9.
Pełny tekst źródłaDai, Ron. "Projects". W Learn Java with Math, 211–15. Berkeley, CA: Apress, 2019. http://dx.doi.org/10.1007/978-1-4842-5209-3_32.
Pełny tekst źródłaStreszczenia konferencji na temat "Projects"
Shrestha, Pramen P., i Elina Prajapati. "Project Performance Comparison of Vertical Projects versus Horizontal Projects". W Construction Research Congress 2022. Reston, VA: American Society of Civil Engineers, 2022. http://dx.doi.org/10.1061/9780784483978.004.
Pełny tekst źródłaHuljenic, D., S. Desic i M. Matijasevic. "Project management in research projects". W 2005 Proceedings of the 8th International Conference on Telecommunications. IEEE, 2005. http://dx.doi.org/10.1109/contel.2005.185981.
Pełny tekst źródłaBekker, M. C., i H. de V Steyn. "Project governance for global projects". W Proceedings of PICMET 2006-Technology Management for the Global Future. IEEE, 2006. http://dx.doi.org/10.1109/picmet.2006.296808.
Pełny tekst źródłaPILIPAVIČIUS, Vytautas, i Rūta ADAMONIENĖ. "MANAGEMENT OF COMMUNITY PROJECTS’ EFFECTIVENESS". W Rural Development 2015. Aleksandras Stulginskis University, 2015. http://dx.doi.org/10.15544/rd.2015.106.
Pełny tekst źródłaThibodeaux, C. Jim, R. Don Vardeman i Charles E. Kindel. "Nansen/Boomvang Projects: Overview and Project Management". W Offshore Technology Conference. Offshore Technology Conference, 2002. http://dx.doi.org/10.4043/14089-ms.
Pełny tekst źródłaGokhale, Sanjiv. "Integrated Project Delivery Method for Trenchless Projects". W International Conference on Pipelines and Trenchless Technology 2011. Reston, VA: American Society of Civil Engineers, 2011. http://dx.doi.org/10.1061/41202(423)66.
Pełny tekst źródłaTürgen, Nurbanu. "Project Management In Real Estate Development Projects". W 22nd Annual European Real Estate Society Conference. European Real Estate Society, 2015. http://dx.doi.org/10.15396/eres2015_269.
Pełny tekst źródłaHuang, Zhiye, Michael Poli i Hasan Shabbir Mithiborwala. "Project strategy: Success themes for strategic projects". W Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5261992.
Pełny tekst źródłaBiggs, Tony. "Environmental Projects: Public Meeting". W Environmental Projects: Public Meeting. US DOE, 2022. http://dx.doi.org/10.2172/1909231.
Pełny tekst źródłaTsai, Tsung-Chieh, Shuzo Furusaka i Takashi Kaneta. "Evaluating Project Risks of Project Delivery Systems in Construction Projects". W 17th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2000. http://dx.doi.org/10.22260/isarc2000/0069.
Pełny tekst źródłaRaporty organizacyjne na temat "Projects"
Scholl, Lynn, i Oscar Quintanilla. Comparative Case Studies of Three IDB-supported Urban Transport Projects: Lima Case Study Annex. Inter-American Development Bank, czerwiec 2015. http://dx.doi.org/10.18235/0009258.
Pełny tekst źródłaGraham, D. F., A. N. Rencz i V. H. Singhroy. GSC - CCRS Storefront Project, conclusions from selected projects. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 1994. http://dx.doi.org/10.4095/193706.
Pełny tekst źródłanone,. Hydropower Projects. Office of Scientific and Technical Information (OSTI), kwiecień 2015. http://dx.doi.org/10.2172/1220553.
Pełny tekst źródłaRaufaste, Noel J., i Noel J. Raufaste. Projects 1993 :. Gaithersburg, MD: National Institute of Standards and Technology, 1993. http://dx.doi.org/10.6028/nist.sp.838-1.
Pełny tekst źródłaMelnyk, Yuriy. KRPOCH Projects. KRPOCH, 2005. http://dx.doi.org/10.26697/projects.
Pełny tekst źródłaSearcy, Erin M. LDRD project summaries- Projects ending in fiscal year 2018. Office of Scientific and Technical Information (OSTI), styczeń 2019. http://dx.doi.org/10.2172/1491789.
Pełny tekst źródłaNapper, Stan, James Palmer, Chester Wilson, Eric Guilbeau i Erez Allouche. Bioenergy/Biotechnology projects. Office of Scientific and Technical Information (OSTI), czerwiec 2012. http://dx.doi.org/10.2172/1350044.
Pełny tekst źródłaGarrett, P., i D. Ritchie. Fermilab library projects. Office of Scientific and Technical Information (OSTI), maj 1990. http://dx.doi.org/10.2172/1151508.
Pełny tekst źródłaWorth, Edwin. ARRA PROJECTS - LANL. Office of Scientific and Technical Information (OSTI), wrzesień 2012. http://dx.doi.org/10.2172/1051067.
Pełny tekst źródłaSuazo-Flores, Elizabeth, Lili Zhou i Sue Ellen Richardson. GEMS Research Projects. Purdue University, marzec 2021. http://dx.doi.org/10.5703/1288284317302.
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