scholarly journals Best Management Practices for Sustainability in a Small-scale Community Renewable Energy: Sathya Sai School, Thailand

2015 ◽  
pp. 93-105
Author(s):  
Panichat Kitisittichai ◽  
Ariya Aruninta
Keyword(s):  
Renewable Energy ◽  
Project Management ◽  
Best Management Practices ◽  
Large Scale ◽  
Management Practices ◽  
Field Research ◽  
Initial Assessment ◽  
Small Scale ◽  
Actual Problem ◽  
Best Management

Organizations working towards standardization have defined universal standards for Best Management Practices (BMPs) for renewable energy (RE) projects. However, these universal standards are better suitedto large-scale than small-scale projects such as community renewable energy (CRE) projects. Methods used by CRE projects to achieve BMP status remain to be determined. This paper aims to present various aspects of BMPs for small-scale CRE projects by emphasizing practices that are unrestricted, simple, andadaptable to the surrounding environment, and that will eventually lead to sustainability in the commu-nity. The case study involves RE projects at the ‘Sathya Sai School Thailand,’ an education-based com-munity which has a community-like organizational management. The community implements CRE pro-jects for educational-awareness program and to serve their energy needs, starting with micro scale in the community which then will impact on the reduction of climate change crisis at global level. The methodologies used for initial assessment of the involvement of residents and stakeholders, attitude of residents towards CRE project management, and attitudes towards the benefits of CRE project management included (1) field research (i.e., field observations and key-person interviews) and (2) a preference questionnaire. The results identify strengths and weaknesses of CRE project management, and are used to evaluate whether CRE project management constitutes a BMPs by using ‘The scale and sustainability score sheet’ tool. Moreover, recommendations for CRE projects to achieve BMPs status for sustainable community RE are generated from synthesis of sustainability ratings of CRE project management and integration of BMPs theory with the gaps and weaknesses of CRE project management. In conclusion, solutions focus on ‘actual problem-based solving approach’, understanding CRE project management problems and sustained practices by community residents are at the core of BMPs. Experiences can be shared by exchanging RE knowledge among academic and professional networks, and this exchange may improve the suitability of REs in relation to dynamic changes in environmental conditions.

A Goal-Driven Management Approach based on Knowledge Exploitation for e-Government Projects

2012 ◽  
pp. 206-223
Author(s):  
Demetrios Sarantis ◽  
Yannis Charalabidis ◽  
Dimitris Askounis
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Best Management Practices ◽  
Management Practices ◽  
Electronic Government ◽  
Management Approach ◽  
Public Officials ◽  
It Projects ◽  
Best Management ◽  
Government Project

The implementation of electronic Government projects in public sector organisations is a challenging task, due to technical, organisational and cultural specificities of the domain. Research shows that such IT projects have higher failure rates than similar approaches in the private sector, also indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. The proposed management approach aims to recognise structure and reuse past successful attempts, in ways that support the overall viability of an e-Government project. After stating the fundamental principles of project management that apply to public sector IT projects, the authors present a conceptual model for e-Government project management, including entities such as dimensions, goals, activities, deliverables and roles that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. This knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus, significantly increasing the likelihood of project success.

A Goal-Driven Management Approach based on Knowledge Exploitation for e-Government Projects

2010 ◽  
Vol 6 (3) ◽  
pp. 14-30 ◽  
Author(s):  
Demetrios Sarantis ◽  
Yannis Charalabidis ◽  
Dimitris Askounis
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Best Management Practices ◽  
Management Practices ◽  
Electronic Government ◽  
Management Approach ◽  
Public Officials ◽  
It Projects ◽  
Best Management ◽  
Government Project

The implementation of electronic Government projects in public sector organisations is a challenging task, due to technical, organisational and cultural specificities of the domain. Research shows that such IT projects have higher failure rates than similar approaches in the private sector, also indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. The proposed management approach aims to recognise structure and reuse past successful attempts, in ways that support the overall viability of an e-Government project. After stating the fundamental principles of project management that apply to public sector IT projects, the authors present a conceptual model for e-Government project management, including entities such as dimensions, goals, activities, deliverables and roles that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. This knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus, significantly increasing the likelihood of project success.

scholarly journals Why people matter in ocean governance: Incorporating human dimensions into large-scale marine protected areas

2018 ◽  
Author(s):  
Patrick Christie ◽  
Nathan Bennett ◽  
Noella J. Gray ◽  
T. ‘Aulani Wilhelm ◽  
Nai‘a Lewis ◽  
...  
Keyword(s):  
Protected Areas ◽  
Marine Protected Areas ◽  
Best Management Practices ◽  
Research Agenda ◽  
Large Scale ◽  
Management Practices ◽  
Marine Conservation ◽  
Human Dimensions ◽  
Think Tank ◽  
Best Management

Large-scale marine protected areas (LSMPAs) are rapidly increasing. Due to their sheer size, complex sociopolitical realities, and distinct local cultural perspectives and economic needs, implementing and managing LSMPAs successfully creates a number of human dimensions challenges. It is timely and important to explore the human dimensions of LSMPAs. This paper draws on the results of a global “Think Tank on the Human Dimensions of Large Scale Marine Protected Areas” involving 125 people from 17 countries, including representatives from government agencies, non-governmental organizations, academia, professionals, industry, cultural/indigenous leaders and LSMPA site managers. The overarching goal of this effort was to be proactive in understanding the issues and developing best management practices and a research agenda that address the human dimensions of LSMPAs. Identified best management practices for the human dimensions of LSMPAs included: integration of culture and traditions, effective public and stakeholder engagement, maintenance of livelihoods and wellbeing, promotion of economic sustainability, conflict management and resolution, transparency and matching institutions, legitimate and appropriate governance, and social justice and empowerment. A shared human dimensions research agenda was developed that included priority topics under the themes of scoping human dimensions, governance, politics, social and economic outcomes, and culture and tradition. The authors discuss future directions in researching and incorporating human dimensions into LSMPAs design and management, reflect on this global effort to co-produce knowledge and re-orient practice on the human dimensions of LSMPAs, and invite others to join a nascent community of practice on the human dimensions of large-scale marine conservation.

Towards Innovating Electronic Government Projects Management, Utilising Goal-Driven, Knowledge-Based Methods and Tools

2014 ◽  
Vol 1 (3) ◽  
pp. 48-69
Author(s):  
Yannis Charalabidis ◽  
Demetrios Sarantis
Keyword(s):  
Project Management ◽  
Public Administration ◽  
Best Management Practices ◽  
Management Practices ◽  
Project Success ◽  
Electronic Government ◽  
Public Officials ◽  
Best Management ◽  
Knowledge Based ◽  
Government Project

Research shows that e-Government projects have higher failure rates than similar approaches in the private sector indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. After stating the fundamental principles of project management and performing an identification of shortcomings of existing methodologies, that apply to public administration IT projects, the paper presents a conceptual model for e-Government project management that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. Being goal oriented and supported by relevant tools, this knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus significantly increasing the likelihood of project success.

Towards Innovating Electronic Government Projects Management, Utilising Goal-Driven, Knowledge-Based Methods and Tools

2016 ◽  
pp. 553-577
Author(s):  
Yannis Charalabidis ◽  
Demetrios Sarantis
Keyword(s):  
Project Management ◽  
Best Management Practices ◽  
Management Practices ◽  
Past Experience ◽  
Electronic Government ◽  
Public Officials ◽  
It Projects ◽  
Best Management ◽  
Knowledge Based ◽  
Government Project

Research shows that e-Government projects have higher failure rates than similar approaches in the private sector indicating the lack of a method to transfer knowledge and apply best management practices in an effective way. After stating the fundamental principles of project management and performing an identification of shortcomings of existing methodologies, that apply to public administration IT projects, the paper presents a conceptual model for e-Government project management that can be structured and adapted to cover all types of relevant projects in an out-of-the-box approach. Being goal oriented and supported by relevant tools, this knowledge base of predefined project components can then be populated and utilised in making more informed decisions for effective project management of e-Government initiatives. This way, the proposed method supports public officials and practitioners in learning from past experience projects and in designing and running e-Government projects in a more systematic manner, thus significantly increasing the likelihood of project success.

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