Zastosowanie metod projektowych do zarządzania planem cięć w nadleśnictwach

2018 ◽  
Vol XI ◽  
pp. 71-80
Author(s):  
Tomasz Kurek
Keyword(s):  
Project Management ◽  
Management Plan ◽  
Negative Consequences ◽  
Critical Periods ◽  
Partial Cutting ◽  
Management Standards ◽  
Commercial Thinning ◽  
Forest Division ◽  
Division Model ◽  
Forest Cutting

This article characterises Project Management standards in a ten-year period of the Forest Management Plan. This plan describes all elements of procedure included in obligatory challenges (tasks): silviculture (mowing and intermediate cutting), conservation and harvest (commercial thinning, advanced felling, and final cutting). In this article the forest division model has been created. With this model, the author has shown all of the basic components of Project Management in forestry. By creating milestones, controlling leads, and better planning to carry out the Forest Cutting Plans in critical periods (natural disasters) we can decide how to solve problems and avoid or minimize negative consequences. Project Management enables efficient forest planning in time (ten years) and space (partial cutting).

Who’s who in the project zoo? The ten core project roles

2018 ◽  
Vol 38 (2) ◽  
pp. 474-492 ◽  
Author(s):  
Ofer Zwikael ◽  
Jack R. Meredith
Keyword(s):  
Project Management ◽  
Conflicts Of Interest ◽  
Negative Consequences ◽  
Project Management Office ◽  
Content Type ◽  
Management Standards ◽  
Program Manager ◽  
Core Issue ◽  
Role Definitions ◽  
Core Project

Purpose The purpose of this paper is to resolve a core issue in project management research and practice – inconsistent terminology of key project roles. This inconsistency has negative consequences on the quality and impact of research in this area. Design/methodology/approach The authors conducted an analysis of the literature and project management standards to identify both agreed-upon and inconsistent project role terms. Based on role and agency theories, the authors propose a consistent terminology. Findings The authors found consensus regarding four terms: project manager, project team, project management office, and program manager. However, the authors also found conflicting definitions and misuse concerning other terms, as well as use of the same title for different roles (e.g. customer, sponsor, champion). The authors define the ten core project roles and the two project entities with which they are associated. Originality/value The proposed role definitions and clear distinction between the two project entities offer clarity, reliance on existing consensus, avoidance of conflicts of interest, and clear separation of principal and agent roles. The implementation of these definitions will improve communications and enhance quality within and between both the research and the practice communities.

Power and Sensemaking in Megaprojects

2017 ◽  
Author(s):  
Stewart R. Clegg ◽  
Christopher Biesenthal ◽  
Shankar Sankaran ◽  
Julien Pollack
Keyword(s):  
Nineteenth Century ◽  
Project Management ◽  
Systems Theory ◽  
Power Relations ◽  
Contingency Theory ◽  
Engineering Practice ◽  
Soft Systems ◽  
Management Standards ◽  
Recent Interest ◽  
Practice Turn

Megaprojects are complex achievements of organization, sensemaking, and management of power relations. Typically, engineering practice stresses rationality and linearity, exemplified in the nineteenth-century roots of modern management in writers such as Taylor and Fayol. A concern with contingency theory and the emergence of project management standards hardly changed these auspices. The emergent focus on soft systems theory and a more recent interest in the practice turn did begin to change megaproject management representations somewhat. In practice, megaprojects are occasions for much complex sensemaking, as Weick defines the concept. In turn, where there are different interests in different sensemaking, then power practices and relations need to be brought into focus. The chapter does this through discussing a number of studies in which these issues have been the focus.

Develop Project Management Plan

2013 ◽  
pp. 57-63
Author(s):  
Aristide van Aartsengel ◽  
Selahattin Kurtoglu
Keyword(s):  
Project Management ◽  
Management Plan

Legal Matters, Risk Management, and Risk Prevention

2021 ◽  
pp. 52-74
Keyword(s):  
United States ◽  
Risk Management ◽  
The United States ◽  
Management Plan ◽  
Risk Prevention ◽  
Risk Management Plan ◽  
Government Agencies ◽  
Negative Consequences ◽  
Current Business

This chapter highlights the importance of risk management and the need for a risk management plan to have in place in case disaster strikes. From opening a foodservice business to operating it with the possibility of expansion, the risks involved are enormous. It discusses the importance of respecting the laws when dealing with business and carefully taking all necessary steps to avoid legal pitfalls, leading to severe negative consequences. The chapter provides useful information and references about obtaining proper licenses, dealing with government agencies, and developing and implementing a “preventive risk management” plan. Finally, the chapter highlights the current business laws of the United States and should not be considered applicable internationally. The reader should refer to the governing laws of the country where the business operates.

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