Wireless provisioning service solution and deployment-A real-life experience in global project management

2005 ◽  
Vol 9 (4) ◽  
pp. 35-48
Author(s):  
Raghava Rao V. Vanguri
Keyword(s):  
Project Management ◽  
Life Experience ◽  
Real Life ◽  
Global Project

Using bonus and awards for motivating project employees

2016 ◽  
Vol 24 (7) ◽  
pp. 4-7 ◽  
Author(s):  
Chuck C.H. Law
Keyword(s):  
Project Management ◽  
Work Performance ◽  
Life Experience ◽  
Employee Performance ◽  
Human Resources Management ◽  
Real Life ◽  
International Assignments ◽  
Host Countries ◽  
Content Type ◽  
Life Project

Purpose This paper aims to discuss the appropriate uses of bonuses and award in recruiting and motivating project employees. Design/methodology/approach It is a conceptual discussion of human resources management (HRM) practices, supported by the author’s professional experience and observations in real-life project settings. Findings Bonuses and awards not only provide extrinsic financial rewards but also provide positive feedback to recipients. Extrinsic financial benefits (such as sign-on bonus, and retention bonus) may enhance the total compensation package and positively affect an employee’s job-related decision at least for the short term. He/she may accept a job offer or choose to stay on a project longer until the completion of a critical milestone because of the bonuses. However, positive recognition of employee performance (through the use of spot award, holiday award, or non-financial certificate of appreciation) is also a useful means to motivate employees. In addition, managers on international assignments need to pay attention to practices specific to host countries. Practical implications The practices discussed in this paper are based on real-life experience and observations. When they are used properly in conjunction with other HRM arrangements, bonuses and awards can be used to mitigate and delay turnover, and to motivate employees to increase their work performance. Originality/value This paper not only draws on theories and information from the HRM and project management literature but also draws from the author’s own management experience. Thus, the relevance and validity of the proposed concepts and practices have been proven in actual functional and project management settings.

Cost Optimization in Mega Oil & Gas Projects

2021 ◽  
Author(s):  
Mohamed Ali Awwad ◽  
Ahmed Marei Al Radhi ◽  
Manoj Kumar Panigrahy ◽  
Suraj Kumar Gopal
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Cost Reduction ◽  
Oil And Gas ◽  
Life Experience ◽  
Continuous Process ◽  
Cost Optimization ◽  
Real Life ◽  
Oil And Gas Industry ◽  
Gas Industry

Abstract Cost optimization is a continuous process in any business to drive cost reduction, while maximizing business value. Currently, cost reduction is being adopted by Oil & Gas firms as a core strategy, in order to maximize the profit margin. With global economies facing recession and wide fluctuations in energy demands, it seems low costs is becoming the safety valve for Oil & Gas companies. The oil and gas industry is under tremendous revenue and costs pressures. The indication is that globally, the oil and gas industry has experienced a huge drop in revenue in recent past. Some exploration and production oil firms have either halted or slowed down their production operations. Companies that manage their costs effectively will gain a competitive advantage. The oil market has less maneuverability with oil cartels determining the international price of oil. Project Costs are the major cost drivers of the Life Cycle costing & so Cost optimization of all mega Oil & Gas Projects became necessitated. Mega Oil & Gas projects, especially at ADNOC Offshore locations, are complex, labor-intensive and located inside Arabian Sea. These workforces are mainly from south Asian countries and so offshore sites are often subjected to the constraints of insufficient labor. These projects face multiple challenges in project management like severe weather, geographical conditions, insufficient work spaces etc. in addition to labor forces. Cost reductions are accomplished through optimization of its strong and robust project management organization, management of uncertainties, high quality engineering, and implementation of value engineering during engineering, procurement, construction and commissioning (EPCC) phases and effective management of changes along with key Stakeholders expectations throughout the project life cycle. This paper is based on the authors’ real life experience in implementation of many complex and mega upstream Oil & Gas projects with ADNOC Offshore who is currently leading multiple projects at DAS & Zirku islands. The most workable methods in this regard are listed here below.

Use of nintedanib for the treatment of idiopathic pulmonary fibrosis: multi-centre real life experience in Germany

Pneumologie ◽  
2016 ◽  
Vol 70 (S 01) ◽  
Author(s):  
F Bonella ◽  
M Kreuter ◽  
L Hagmeyer ◽  
C Neurohr ◽  
K Milger ◽  
...  
Keyword(s):  
Idiopathic Pulmonary Fibrosis ◽  
Pulmonary Fibrosis ◽  
Life Experience ◽  
Real Life

Prospective Analysis in Patients With HAE Under Prophylaxis With Lanadelumab: A Real-life Experience

2020 ◽  
Vol 19 (10) ◽  
pp. 978-983
Author(s):  
Janina Hahn ◽  
Susanne Trainotti ◽  
Marlene Wigand ◽  
Patrick Schuler ◽  
Thomas Hoffmann ◽  
...  
Keyword(s):  
Life Experience ◽  
Real Life ◽  
Prospective Analysis
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