scholarly journals Front-End Planning – The Role Of Project Governance And Its Impact On Scope Change Management

2017 ◽  
Vol 8 (6) ◽  
pp. 1124 ◽  
Author(s):  
Eric Too ◽  
Tiendung Le ◽  
Wei Yee Yap
Keyword(s):  
Change Management ◽  
Front End Planning ◽  
Project Governance ◽  
Front End

Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation

2020 ◽  
pp. 875697282097722
Author(s):  
Denise Chenger ◽  
Jaana Woiceshyn
Keyword(s):  
Value Creation ◽  
Oil And Gas ◽  
Decision Processes ◽  
Strategic Decision ◽  
Decision Context ◽  
Front End ◽  
Risk Approach ◽  
Multiple Case

The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

Evaluation for management and development

2006 ◽  
Vol 6 (1) ◽  
pp. 13-26 ◽  
Author(s):  
Jeff Bost
Keyword(s):  
Papua New Guinea ◽  
Continuous Improvement ◽  
Monitoring And Evaluation ◽  
Program Logic ◽  
Front End ◽  
Management And Development ◽  
Donor Agency ◽  
Recipient Government ◽  
Further Development

This article examines an evaluation currently being undertaken in Papua New Guinea. The evaluation is designed to assist an organisation (comprising a donor agency, a recipient government department and a managing contractor) with the management and further development of an aid program set in the education sector. The challenge facing the organisation has been how to devise and implement a comprehensive managerial approach that will enable improvement of the existing program, the subsequent design of a new program and, at the same time, support a third objective of creating an ongoing culture of evaluation. In responding to that challenge the organisation has committed to the use of structured evaluation processes. Specifi cally, it has decided to implement a range of ‘front end’ evaluative approaches-developmental, evaluability assessment and program logic-drawn from the interactive and clarifi cative forms presented in Owen's (1999) conceptual framework. The article outlines the interventions that have been undertaken and assesses progress to date. Examples of completed activities are outlined and some innovative monitoring evaluative tools are introduced, such as the ‘capacity scale’ and the monitoring and evaluation (M&E) template. The paper concludes with some thoughts on the role of evaluation for management and development for achieving continuous improvement.

Conserving the Coherence and Uniformity of Third-Generation Synchrotron Radiation Beams: the Case of ID19, a `Long' Beamline at the ESRF

1998 ◽  
Vol 5 (5) ◽  
pp. 1243-1249 ◽  
Author(s):  
José I. Espeso ◽  
Peter Cloetens ◽  
José Baruchel ◽  
Jürgen Härtwig ◽  
Trevor Mairs ◽  
...  
Keyword(s):  
Synchrotron Radiation ◽  
Phase Contrast ◽  
Angular Size ◽  
Third Generation ◽  
Optical Elements ◽  
X Ray ◽  
Front End ◽  
Ray Path ◽  
Radiation Beams

The lateral coherence length is of the order of 100 µm at the `long' (145 m) ID19 beamline of the ESRF, which is mainly devoted to imaging. Most of the optical elements located along the X-ray path can thus act as `phase objects', and lead to spurious contrast and/or to coherence degradation, which shows up as an enhanced effective angular size of the source. Both the spurious contrast and the coherence degradation are detrimental for the images (diffraction topographs, tomographs, phase-contrast images) produced at this beamline. The problems identified and the way they were solved during the commissioning of ID19 are reported. More particularly, the role of the protection foils located in the front end, the beryllium windows, the filters and the monochromator defects (scratches, dust, small vibrations) is discussed.

Human Systems Integration (HSI) in Navy Ship Manpower Reduction

1996 ◽  
Vol 40 (19) ◽  
pp. 977-981 ◽  
Author(s):  
J. Robert Bost ◽  
Thomas B. Malone ◽  
Clifford C. Baker ◽  
Charles D. Williams
Keyword(s):  
Problem Solving ◽  
Task Demands ◽  
Reduction Techniques ◽  
Front End ◽  
Human Systems Integration ◽  
Design Requirements ◽  
Workload Reduction ◽  
Specific Operator

The HSI approach to ship and ship system design for manning reduction is based on the standard human factors front-end analysis to identify functions and requirements, allocate functions to determine the role of the human vs. automation, identify approaches to reduce workload, and conduct task network workload simulation to establish the effectiveness of selected workload reduction techniques. The classes of workload reduction are focused on design requirements associated with automation of functions, consolidation of functions, simplification of function performance, and elimination of functions. Function Automation addresses the automation of functions previously performed manually and the determination of the roles of the human in automated or semi-automated functions. Function Consolidation requires a reassignment of functions among available operators to more evenly redistribute required workload. Function simplification requires that, for high driver functions and tasks assigned to a specific operator or maintainer, the demands that these functions and tasks make must be reduced to the greatest extent possible. Function/task demands include physical, cognitive, and perceptual-motor demands. Function Elimination involves removing a function from the ship through tele-operations or tele-maintenance with shoreside equipment tech-reps or maintenance experts, and reliance on collaboration tools to support dispersed team problem solving, or elimination of a function altogether.

Global Electronics, Inc.: ABC Implementation and the Change Management Process

2003 ◽  
Vol 18 (1) ◽  
pp. 49-69 ◽  
Author(s):  
Peter C. Brewer ◽  
Paul E. Juras ◽  
E. Richard Brownlee
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Success Factors ◽  
Knowledge Management System ◽  
Management Process ◽  
Stage Model ◽  
Activity Based Costing ◽  
Managerial Accounting ◽  
Formal Presentation

Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key “change management” insights into a report that could be shared with co-workers in an intranetbased knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers.

The Role of HR Strategies in Change

2016 ◽  
pp. 206-228
Author(s):  
Ashish Malik
Keyword(s):  
Change Management ◽  
Theory And Practice ◽  
Future Research ◽  
It Industry ◽  
Hrm Practices ◽  
Successful Case ◽  
Research Propositions ◽  
Successful Change ◽  
The Relationship

This chapter reviews the commonly understood tasks of change and the role an organisation's human resource management (HRM) function plays in designing and implementing effective change management. Highlighting the key HRM practices, this chapter outlines the relationship between various HR strategies for managing change. This chapter develops a framework of key HRM practices that underpin the commonly understood tasks of successful change management. Drawing upon examples of successful case studies and the author's research on the dynamic and changing high-technology information technology (IT) industry in India, this chapter provides examples of linking strategy, HRM practices and change, thus developing a framework and identifying implications for theory and practice. The chapter also identifies several future research propositions linking the HRM and change management literatures.

Improving the Role of Organisational Culture in Change Management through a Systems Approach

2015 ◽  
pp. 230-271
Author(s):  
N. Gökhan Torlak
Keyword(s):  
Change Management ◽  
Corporate Culture ◽  
Culture Change ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Systems Methodology ◽  
Soft Systems

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

scholarly journals The role of temporal coordination for the fuzzy front-end of innovation in virtual teams

2020 ◽  
Vol 50 ◽  
pp. 182-190 ◽  
Author(s):  
Petros Chamakiotis ◽  
Achilleas Boukis ◽  
Niki Panteli ◽  
Thanos Papadopoulos
Keyword(s):  
Virtual Teams ◽  
Temporal Coordination ◽  
Fuzzy Front End ◽  
Front End

Developing Online Learning Portals in Low Bandwidth Communities

2011 ◽  
pp. 228-234
Author(s):  
Mae van der Merwe ◽  
Lorna Uden
Keyword(s):  
Relevant Information ◽  
Learning Processes ◽  
Web Based ◽  
Web Interfaces ◽  
Front End ◽  
Present Information ◽  
The World ◽  
The University ◽  
The Web

University portals are emerging all over the world. Portals have been perceived by many people as the technologies that are designed to enhance work and learning processes at university by making workflows simpler and information more readily available in a form in which it can be processed (Franklin, 2004). There are many benefits for having a portal in a university. First, the portal makes it easy for people to find university information targeted specifically at them. Instead of the user searching the Web for information, a person identifies himself or herself to the portal, and the portal brings all relevant information to that person. Secondly, the portal uses a single consistent Web-based front end to present information from a variety of back-end data sources. Although information about people is stored in many different databases at a university, the role of a portal is to put a consistent face to this information so that visitors do not have to deal with dozens of different Web interfaces to get their information. Usability is an important issue when designing the university portal. Principles from human computer interaction must be included in the design of portals.

scholarly journals The Role of Changing Management in the Process Of Enhancing the strategic Marketing Planning in Jordanian Industry Sector (Model-Complement)

2017 ◽  
Vol 12 (5) ◽  
pp. 130
Author(s):  
Salman Mohammad Abulehyeh ◽  
Ali Falah Al-zoub
Keyword(s):  
Strategic Planning ◽  
Change Management ◽  
Investment Strategy ◽  
Strategic Marketing ◽  
Sector Model ◽  
Several Variables ◽  
Marketing Planning ◽  
Market Situation ◽  
Set Up

This study examines the role and importance of change management in enhancing and managing strategic marketing planning related to strategic problems characterized by depth and complications. This rather planning demands extensive and deep research concerns variables and capabilities of futuristic analysis of propositions and probabilities. Thus, planning designers are the critical suppliers to the organization. The importance of studying change management is stressed, as well as its role in enhancing the process of strategic planning which is essential for the organization in the future. This is the main subject of this study. A matrix including several variables has been set, being one of the tools of marketing strategic planning for the organization. These variables decide the extent of market attraction and its competitive position in different market situations. Additionally, another matrix was set up to determine the competitive capability of the organization. On this basis, the suitable investment strategy has been determined, according to each market situation, in relation to market attraction & the competitive capability of the organization. After finishing the marketing revision, evaluation of the organization's internal situation has been done as to the threats and opportunities in comparison to opportunities and threats in the external environment. Good management and investment in change management employed by food companies in the private Jordanian sector is still limited due to obstacles, limitations related to managers and leaderships as well as present technical, financial, and information capabilities.

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