25. The Impact of the Mangla Watershed Management Project, Pakistan

1999 ◽  
pp. 332-339
Author(s):  
Shahid Ahmad ◽  
Javed Ahmed
Waterlines ◽  
2003 ◽  
Vol 22 (1) ◽  
pp. 12-14 ◽  
Author(s):  
Keith Virgo ◽  
Jyotsna Sitling

Author(s):  
Takeshi Mizunoya ◽  
Noriko Nozaki ◽  
Rajeev Kumar Singh

AbstractIn the early 2000s, Japan instituted the Great Heisei Consolidation, a national strategy to promote large-scale municipal mergers. This study analyzes the impact that this strategy could have on watershed management. We select the Lake Kasumigaura Basin, the second largest lake in Japan, for the case study and construct a dynamic expanded input–output model to simulate the ecological system around the Lake, the socio-environmental changes over the period, and their mutual dependency for the period 2012–2020. In the model, we regulate and control the following water pollutants: total nitrogen, total phosphorus, and chemical oxygen demand. The results show that a trade-off between economic activity and the environment can be avoided within a specific range of pollution reduction, given that the prefectural government implements optimal water environment policies, assuming that other factors constraining economic growth exist. Additionally, municipal mergers are found to significantly reduce the budget required to improve the water environment, but merger budget efficiency varies nonlinearly with the reduction rate. Furthermore, despite the increase in financial efficiency from the merger, the efficiency of installing domestic wastewater treatment systems decreases drastically beyond a certain pollution reduction level and eventually reaches a limit. Further reductions require direct regulatory instruments in addition to economic policies, along with limiting the output of each industry. Most studies on municipal mergers apply a political, administrative, or financial perspective; few evaluate the quantitative impact of municipal mergers on the environment and environmental policy implications. This study addresses these gaps.


2019 ◽  
Vol 12 (2) ◽  
pp. 242-266 ◽  
Author(s):  
Derek Walker ◽  
Beverley Lloyd-Walker

Purpose The purpose of this paper is to explore recent literature on the impact of changes in the workplace environment and projected trends through to the year 2030. This allows the authors to identify and discuss what key trends are changing the nature of project organising work. The authors aim to identify what knowledge and which skills, attributes and experiences will be most likely valued and needed in 2030. Design/methodology/approach This paper is essentially a reflective review and is explorative in nature. The authors focus on several recent reports published in the UK and Australia that discuss the way that the future workforce will adapt and prepare for radical changes in the workplace environment. The authors focus on project organising work and the changing workplace knowledge, skills, attributes and experience (KSAE) needs of those working in project teams in 2030 and beyond. The authors draw upon existing KSAE literature including findings from a study undertaken into the KSAEs of project alliance managers working in a highly collaborative form of project delivery. Findings The analysis suggests that there is good and bad news about project workers prospects in 2030. The good news is that for those working in non-routine roles their work will be more interesting and rewarding than is the case for today. The bad news is that for workers in routine work roles, they will be replaced by advanced digital technology. Research limitations/implications Few, if any, papers published in the project organising literature speculate about what this discipline may look like or what KSAEs will be valued and needed. Practical implications This paper opens up a debate about how project management/project organising work will be undertaken in future and what skills and expertise will be required. It also prompts project managers to think about how they will craft their careers in 2030 in response to expected work environment demands. This will have professional and learning implications. Social implications The issue of the future workplace environment is highly relevant to the social context. Originality/value This paper is about a projected future some 12 years onward from today. It bridges a gap in any future debate about how project organising jobs may change and how they will be delivered in the 2030s.


2021 ◽  
Vol 251 ◽  
pp. 03023
Author(s):  
Jixuan Che ◽  
Peng Yang ◽  
Jiayue Wu ◽  
Yafei Gao

As a sudden public health event, the COVID-19 epidemic has brought a tremendous impact on the economic and social development of China. Its biggest and most direct impact is in the tertiary industry, especially the cultural tourism industry, which has a more far-reaching impact. This paper takes Guangxi as an example to study the current situation, problems, and future development direction of the cultural tourism industry in the post-epidemic era. The study found that the response to the epidemic in ethnic minority areas represented by Guangxi was timely and rapid, but due to their industrial resilience and the impact of the epidemic, the revitalization of the culture and tourism industry is still facing severe challenges. Therefore, this article put forward the key countermeasure to promote the cultural tourism industry revitalization of ethnic minority areas from list management, elements of development management, project construction, industry integration, and international cooperation, to provide policy recommendations and theoretical basis for the revitalization of the cultural tourism industry in ethnic minority areas.


2011 ◽  
Vol 51 (2) ◽  
pp. 694
Author(s):  
J Sofra ◽  
Andrew Stewart

Delivering services and projects in a brownfield environment has unique challenges. Brownfield, by its very nature, involves highly constrained and dynamic environments. This requires stakeholders to work collaboratively and be creative and nimble. Effective communication between client and service provider is essential. This is because the decision-making horizons are significantly shorter and consequences are more immediate. Brownfield projects are typically organised to minimise inter-discipline interfaces, with seamless delivery from engineering through to construction. Engineering effort needs to be the right sized based on the level of complexity and risk involved to ensure the effort and cost expended is appropriate for the modification or upgrade. When planning and executing brownfield projects, the following areas require special focus: health, safety and the environment—to cope with the inherently higher risks due to live inventory, lack of space, simultaneous operations and increased personnel; interface with operations—to plan, manage and minimise disruption to production; live systems—to assess the impact/disruption to energised systems and coordinate tie-ins; production—to minimise disruption and ensure that the project is executed safely while production continues; hot work—to a minimum and where necessary contain naked flame and spark activity on site; integrity—to ensure the condition of the asset is well understood and any sub-system upgrades to accommodate the modification are identified; limited space—to accommodate temporary project facilities, minimising the impact on operations and maintenance activities; and, access—to ensure that the project is planned to lessen disruption, maximise off-site preparation and to minimise on-site construction. Systematic program management, project engineering, and a tiered engineering approach are essential to cost effective and timely delivery. For each of the eight key areas we detail some of the subtle and enabling strategies/tools that distinguish brownfield project delivery from greenfield.


2021 ◽  
Author(s):  
Tushar Narwal ◽  
Kamlesh Kumar ◽  
Zaal Alias ◽  
Pankaj Agrawal ◽  
Zahir Abri ◽  
...  

Abstract In Southern Oman, PDO is producing from several high pressure (500-1000 bar), deep (3-5 km) and sour fields (1-10 mol % H2S). Over time, wells from one field (S A3) started having asphaltene deposition in the wellbore. Recently, the impact on production became severe resulting in high deferment, increased HSE exposure with plugging and high intervention costs. Asset team kicked off an asphaltene management project to tackle this problem, with one initiative being a field trial of a new technology, Magnetic Fluid Conditioner (MFC) to avoid/delay asphaltene plugging in the wellbore. This paper discusses the asphaltene management strategy and field trial results from this new tool deployed to prevent/delay asphaltene deposition.


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