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Project charter for CDH Research Partnership - Simulating risk, risking simulations 2022-2023. The charter is the foundational document that describes the rationale, goals, plan of work, resources needed, terms and conditions, and outcomes of a Center for Digital Humanities at Princeton (hereafter CDH) project. Charters are written by core members of a project team in a series of planning meetings taking place over the course of a month. The planning process is intensive, collaborative, and requires substantial input from everyone on a team. Charters serve as formalized agreements among all team members on such crucial questions as scope, technical design, infrastructural needs, and success criteria. This is a digital copy of a “living document” at a single point in time. Charters are amended as necessary throughout the project lifecycle to document major changes andserve as part of the CDH project archive. CDH charters and their planning documents exist in several forms as we have refined them over the years and tailored them to the several types of projects we have supported. For more about CDH project management, including the charter process, visit: https://cdh.princeton.edu/research/project-management.

Compared to other projects, information technology (IT) projects, characterized by emergency and uncertainty, are unique. To implement an IT project successfully, many aspects need to be monitored and carefully controlled and managed. One such aspect is social relationships. All IT professionals are exposed to, and in many cases involved, in the phenomenon of social relationships. These relationships are used by software project team members for personal as well as professional purposes. In most cases the impact of these relationships on the success or failure of any given IT project is ignored by IT management. Little attention is given thereto in the literature and this paper attempts to make a contribution in terms of giving a broad perspective of the complexity, the impact, as well as the management of such relationships. This paper demonstrates that these relationships play a significant role and should be managed in such a way that the team members and the project as a whole can reap the benefits thereof. A conceptual framework is proposed for the management of these relationships.

This study identifies the dominant factors in the conceptual cost estimate process of flyover development in the Provincial Government of DKI Jakarta that affect accuracy, based on the relationship model between the conceptual cost estimation process of flyover development in the Provincial Government of DKI Jakarta with the accuracy. Furthermore, this study also develops strategies to improve the accuracy based on the dominant factors. Two parts of the method are used in this study. The first method is to obtain the dominant factors in estimating the conceptual cost of flyover development in the DKI Jakarta Provincial Government, which affects accuracy using the SEM-PLS method, which involved 151 respondents. Second, the method to obtain strategies to improve accuracy based on these dominant factors, using the gap analysis. The result shows that four dominant factors affect accuracy: information quality, project definition, cost information, and project characteristics. Improving strategies are obtained based on those identified dominant factors. The finding of this study suggests that these strategies can be compiled into the guideline of the conceptual cost estimate process, which can be a tool to assist relevant agency personnel in carrying out the stages in the process of conceptual cost estimation of flyover development.

There is growing interest in the ways that value is understood in the context of projects and within project-based settings. Recent studies emphasise the multiplicity of project value in various project settings as perceived by different project actors. Drawing on previous work on project value and project front-end, this study expands on the idea of multiplicity of project value in the early project definition phase. To this end, the study draws from empirical data on infrastructure projects provision, including semi-structured interviews with a set of highly experienced and senior level informants with extensive knowledge and familiarity of infrastructure project planning and front-end decision making. The study is bounded with a focus on London, UK as an example of a complex, highly established global city with a great reliance on its infrastructure and a well-established projects ecology. Through inductive qualitative data analysis the study explores the role of infrastructure projects as solutions to policy problems, the multiple and complex nature of value in project definition and identifies three value levels, which are instrumental for project definition: local value, sector value and user value. The multi-level value framework in the project front-end extends and complements early decision making in planning and setting up of infrastructure projects.

This article explains the execution and delivery progression phases of the project lifecycle. It is the third phase of the project lifecycle that leads to the final realization of the project's goals. However, this essay will describe the understanding of the ‘enlightened planning’ approach during the execution and delivery strategy progress of a project’s lifecycle. The features and details in the Enlightened Planning and PMI PMBOK Guide are compared. The author explored the nature and role of basic frameworks such as the project lifecycle, the process phase structure, and key project definition questions — the seven Ws (Who, Why, What, Which way, Wherewithal, When, Where). Combining Enlightened Planning and PMI PMBOK Guide, the differences between the two approaches are given. In addition, the author elaborated the advantages and disadvantages of the two approaches in current practice.

Project charter for continuationof work onthe Princeton Geniza Project. The charter is the foundational document that describes the rationale, goals, plan of work, resources needed, terms and conditions, and outcomes of a Center for Digital Humanities at Princeton (hereafter CDH) project. Charters are written by core members of a project team in a series of planning meetings taking place over the course of a month. The planning process is intensive, collaborative, and requires substantial input from everyone on a team. Charters serve as formalized agreements among all team members on such crucial questions as scope, technical design, infrastructural needs, and success criteria. This is a digital copy of a “living document” at a single point in time. Charters are amended as necessary throughout the project lifecycle to document major changes and note when the “Built by CDH” Software Warranty and “Built by CDH” Long Term Service Agreement take effect, and serve as part of the CDH project archive. Certain components of the Charter, such as the Roadmap, are intended to be updated more frequently as development progresses and priorities naturally shift. For more information, see the Charter amendment policy located in the Agreements section of this Charter. CDH charters and their planning documents exist in several forms as we have refined them over the years and tailored them to the several types of projects we have supported. For more about CDH project management, including the charter process, visit: https://cdh.princeton.edu/research/project-management. &nbsp

La investigación tiene el interés de reducir la variabilidad en el producto y en el proceso de anodizado de perfiles de aluminio de la empresa Cedal Durán, aplicando herramientas de la metodología Seis Sigma, utilizando software minitab, la metodología está encaminada a eliminar la variabilidad, mejorar la calidad, el coste y el tiempo de ciclo de cualquier tipo de proceso, producto o servicio The research has the interest of reducing the conversion in the product and in the anodizing process of aluminum profiles of the company Cedal Durán, applying tools of the Six Sigma methodology, using minitab software, the methodology is aimed at eliminating the improvement, improving quality, cost and cycle time of any type of process, product or service

PurposeThe aim of this paper is to deploy Six Sigma (SS) methodology for addressing the customer complaints pertaining to Chemical-X in an Indian chemical company.Design/methodology/approachThe study followed a structured Define, Measure, Analyze, Improve, Control (DMAIC) approach to address the customer complaints. The complaints have been classified into different categories along with a project charter in the define phase. In the measure phase, measurement system analysis (MSA) and supplier, input, process, output and control (SIPOC) have been applied. In the analyze and improve phase, why–why analysis, process capability study, how–how analysis, Gage repeatability and reproducibility and Taguchi design have been applied to optimize the manufacturing process parameters for Chemical-X. Lastly, in the control phase, validation of 20 batches has been piloted to validate the optimized parameters.FindingsThe findings of this study highlight the optimization and prioritization of the process parameters. It shows that humidity has the least impact on the manufacturing of Chemical-X, whereas shift type has the maximum impact. The experimental output indicates that the 1st Shift, the holding time after grinding should be twenty-four hours, and the temperature after grinding should be 40 °C to reduce the customer complaints concerning lumps formation in Chemical-X.Research limitations/implicationsThe study is performed for a single product (Chemical-X). It has focused only from the manufacturing process view and not from the transportation, suppliers and downstream supply chain view.Originality/valueA systematic and data-driven approach of the SS methodology ensured that the customer complaints due to lumps formation reduced from 5% (approx.) to 1% (approx.) which resulted in the cost saving of INR 4 million (approx.) annually.

This study is about the project early operation content of the green road development, takes full account of the operation items of various stages of the life cycle, by the use of special case define the Project Definition Rating Index (PDRI). PDRI assessment framework, defining the need and scope of green road project development operations in the metropolitan area, and inquire set various assessment indicators of the work to complete building the overall indicator assessment system. From research in a policy aspect, as well as data collection out of instances of project case, research program obtains evaluation index operation item, and by semistructured interviews supplements insufficient evaluation index items and particularity needs. Research results will be beneficial to the application in the metropolitan regional overall development project. Building green road index evaluation system helps to avoid the environmental impact brought about by land development, reduce damage to people's life safety as a consequence from needs for road maintenance, alleviate future maintenance and management expenses, and is in line with the expected benefit of green road project sustainable development.

PurposeThis article addresses the lack of formal design guidance that supports flexibility within the architectural and engineered systems of manufacturing facilities through the development of a taxonomy and associated terminology.Design/methodology/approachThis research performed a comparative analysis of 15 manufacturing facilities located both within the United States (73 percent of cases) and internationally (27 percent of cases). These case studies provided details on how and where flexibility was incorporated into the design of a manufacturing facility. Specific consideration was given to the primary design features that enabled a decoupling of the facility from the manufacturing process. These design features were then clustered to identify main design strategies that enable flexibility.FindingsBy grouping the design features together and creating a common vocabulary, three coherent design approaches for flexible facilities were identified, each having a different potential for responding to short-term and long-term changes. These include general purpose, scalable, and dedicated facilities.Research limitations/implicationsBy delineating three high-level strategies for early flexible facility design, this research synthesizes a conceptual understanding of flexibility with practical and implementable designs. This synthesis provides an incremental advance to a complex challenge for researchers. It also provides decision support to design teams by aiding in project definition, when flexibility is desirable. This research is primarily limited by the number of cases reviewed. With more cases, additional facility design strategies may be identified.Practical implicationsThe findings in this research allow for a basic understanding of how a flexible facility can be designed with only limited or vague information about the product and manufacturing processes contained within. The development of terminology associated with each facility design strategy provides standardization for the discussion and implementation of flexibility early in the design process. In doing so, flexible designs become easier to create and more efficient to implement.Originality/valueThis research provides the first synthesized approach for considering flexible facility design strategies within the manufacturing sector.

Theoretical basis This case builds on elements of project management (PM) – specifically project initiation – including the development of a project charter and stakeholder analysis. Research methodology The case was developed from secondary sources as well as first-hand knowledge of the project by one of the authors. This author was on faculty at a private university in the southeastern USA, teaching numerous courses in the pharmacy curriculum while also serving as the Community Practice Residency Director for community pharmacies around the state. While connecting with these organizations, additional revenue requirements and complementary services were frequent topics of attention, leading to a grant to assist pharmacies in building out such services. Through this grant, the author engaged in consultations with community pharmacies around the state, including the pharmacy highlighted via this case. Pseudonyms have been used for the business, and all individuals associated with it, to maintain anonymity. Secondary sources used for additional research include industry reports and related websites. Case overview/synopsis Richard has owned and operated a community pharmacy, Our Family Farmacy (OFF), for years. A changing industry climate has forced Richard to diversify the products and services he provides. In addition to the distribution of medicine and front-end sales of consumer goods, Richard is seeking to expand into a larger spectrum of healthcare services. After researching several different types of services, and after dealing with related personal family circumstances, Richard decided that OFF should begin their expansion by offering depression screening services. He turned initiation of the project over to his pharmacy intern, Caitlin. Complexity academic level This compact case is geared toward undergraduate- and graduate-level students taking courses in general management and, more specifically, PM. This case might also be used by students with a career focus in the healthcare sector, and could of particular interest for students in a pharmacy program. Classroom application should encompass discussions on the project initiation process group, particularly with the processes regarding the project charter deliverable and the identification and assessment of project stakeholders.

Purpose The purpose of this paper is to investigate how successful lean six sigma (LSS) manifests in the Australasian (Australian and New Zealand) context relative to the context in the USA in terms of LSS project definition, structure and practices. Design/methodology/approach In-depth investigation through case studies – 12 Australian/New Zealand cases and 4 US cases – on the implementation mechanisms of successful LSS initiatives. Findings A significant difference was found between Australasian and US definitions of an LSS project. However, firms in both regions followed similar project selection, initiating and execution practices. LSS reporting structures were found to be well-established in US organizations, but none of the Australasian organizations were found to be equipped with such a structure, although the effectiveness of LSS implementation success remained unaffected. Research limitations/implications Sufficient uniformity of LSS was found across two regions implying its usefulness/generalizability, but the findings are based only on 12 cases. Originality/value The paper provides the groundwork to develop a unique LSS model for Australasian organizations to improve processes in an effective and efficient manner.

Project definition refers to the first three stages of a project life cycle, namely planning, programming, and preliminary design during which client needs are identified and translated into design solutions. An ill-defined hospital project definition may lead to hospital-acquired infections or patient mortality. The traditional management practices have been proved to be inadequate since architects usually do not communicate with users, and thus do not have detailed knowledge about how services are performed in the building. There is the need for more knowledge about the subject to improve and thus promote client value generation. This study first reviews factors that impact the communication between architects and clients during project definition based on the literature. The study then offers a framework based on these factors to help managers assess and improve communication between professionals and clients. The validity of the framework will then be empirically validated and revised based on findings of a longitudinal mega-hospital case study. The main objective of the current investigation is to improve the project definition practices of complex projects, and the assumption is that an effective communication provides more value to end users, as well as better project performance in terms of environmental and social sustainability., info:eu-repo/semantics/published

This paper re-examines the relationship between the Knowledge Transfer (KT) and the project management process groups. Knowledge Transfer as one of the knowledge management life-cycle is supposed to have a remarkable impact on the enterprise system success. However, project failure is one of the main problems in enterprise systems management and lack of proper documentation on the results of previous projects and knowledge transfer are the main reasons. In this paper, we have found that enterprise system project divided into three stages, with (6) process groups in the Pre-Implementation stage, (6) process groups during-Implementation stage, and (3) process groups in the post-Implementation, however, there are eleven (11) roles who are evolving to anticipate the fifth results (Project Proposal, Evaluation Ratings, Project Charter, Project Plan, Project Documents), to increase the understanding of knowledge in each project stages to improve the enterprise system project success.

Feasibility consists of inter-related questions. Often, organizations place a narrow technical focus on the technical feasibility of a preferred option (Lucae et al. 2014; Samset 2009). Hence, many frameworks, including TELOS, have been developed to encourage more holistic feasibility appraisal (Bause et al. 2014; Burch 1992). Poorly considered feasibility studies are a significant contributor to project failure, loss of reputation, lost opportunity, excess sunk costs, loss of morale, and litigation (see Sahu 2014).

O crescente aumento de consumo energético em edificações é uma questão preocupante. O modo como as edificações se comportam em relação ao clima em que estão inseridas é importante no seu consumo final, e assim, diretrizes iniciais de projeto voltadas ao seu comportamento térmico podem reduzir boa parte do consumo durante a operação. Isso porque essas diretrizes visam otimizar o desempenho das edificações, minimizando o uso de equipamentos de resfriamento para garantir o conforto dos usuários. No entanto, essas análises de desempenho térmico são realizadas com o projeto já consolidado, dificultando o alcance de bons níveis de desempenho e sem grande margem de alteração de projeto com este foco. Visando unir o processo a essas análises, o objetivo deste trabalho é o levantamento de dados sobre o processo de projeto de arquitetos para compreender quais parâmetros de desempenho já são considerados, quais outros poderiam ser incorporados, e quais as fases de maior relevância do ponto de vista térmico. Percebeu-se que os participantes deste estudo, apesar de considerarem relevante a avaliação de critérios como insolação e ventilação natural na concepção de projeto, o fazem com métodos pouco precisos. Além disso, evidenciou-se o desconhecimento de aspectos importantes, como a NBR 15575, a etiqueta de eficiência energética e o uso de simulações computacionais. Portanto, propõe-se uma estrutura de trabalho integrando as respostas sobre definições de projeto com os critérios de análise de desempenho. O desenvolvimento de uma estrutura de trabalho permitirá futuros experimentos de inserção de simulações no processo de projeto para validação.

The Central Appalachian Basin-Carbon Storage Assurance Facility Enterprise (CarbonSAFE) (CAB-CS) Integrated Prefeasibility Project identified several selected areas in eastern Ohio where the Cambrian-Ordovician age sandstones and carbonates show the most promising reservoir potential for carbon capture and storage (CCS). These selected areas are collocated near depleted oil and gas fields where oil recovery could be improved with enhanced oil recovery. This region has many large carbon dioxide (CO2) point sources that represent a diverse array of industries, including coal-fired power plants, natural gas processing, refineries, chemical plants, and natural gas power. In a carbon-constrained future, one of the most promising ways to make coal a viable fuel option for power generation or industrial processes is to capture and geologically store CO2 emissions. The project is a pre-feasibility study to mitigate the emissions from 1.67 million metric tons of CO2 per year by developing a storage complex capable of storing 50 million metric tons. The project team analyzed six source-sink scenarios in the CAB-CS study area with analysis of capture and transport; defined infrastructure needs for a CCS project; and conducted an economic, liability, and social assessment. Major accomplishments include experience in investigating CCS projects in the area (learning by doing), adding to National Energy Technology Laboratory best practices tools and tool sets, and building the elements of the CCS road map for the region.

Client organisations, as financiers, owners, and users, face the challenge of generating and delivering value outcomes for a wide range of stakeholders. However, research has demonstrated that projects constantly fall short of providing valuable outcomes in the medium- and long-term. The value outcomes start to appear in the latter stages of a project, yet, they have a link back to the project definition phase, where value outcomes can be purposely designed for the long-term. Value outcomes per se have been historically researched from a supplier and financial perspective. However, the research around the client perspective has been scarce, particularly the exploration of the co-creation of value outcomes for the long-term. To this end, the Service-Dominant Logic is an established framework to analyse the co-creation of value outcomes in the long-term from a client perspective. Thus, this framework is being used in this research to analyse six project case studies from two public sector client organisations in the United Kingdom. The results show eight managerial value interactions, which may enhance a set of five value outcomes from a client perspective in the medium- and long-term. Additionally, tensions around the co-creation process have been identified, which require management attention to secure and to defend the value outcomes. Overall, this study may prompt project practitioners to undertake a set of co-creation practices in order to formulate projects as service provision, as well as to avoid negative financial impacts to business models.

In the age of digitization, company-owned processes such as new product development get extended to the virtual environment and external actors get integrated for various tasks. One such task is the funding of new projects in the form of open call to the crowd, called crowdfunding. In this paper I investigate the factors influencing the likelihood of crowdfunding projects’ success by analyzing data from the crowdfunding platform Kickstarter. The research focus is on the influence of virtual community characteristics. The results show that the probability of project success is positively influenced by a higher number of project supporters but a larger amount of comments on the project, controlled for project definition factors, is found to decrease the likelihood of project success. This is in line with previous findings of a double-edged impact of the size of the virtual innovation community and the amount of peer-to-peer interaction on the likelihood of successful innovation input by the participants.

This paper describes the results of a qualitative study to identify the key management initiatives in a successful university-industry (UI) collaborative funded program between the University of Minho (UMinho) and Bosch Car Multimedia Portugal (Bosch), named IC-HMI. The IC-HMI program embraced an overall investment of 54.7 M€ and involved around 500 people throughout the Program’s duration (2015-2018). While the literature provides some advice on managing programs and projects, the specific context of UI R&D collaboration is being scarcely reported, demanding a strong research effort to produce effective guidelines. The IC-HMI is considered a successful program for several reasons, as evidenced by the decision of UMinho and Bosch partners to develop a subsequent R&D collaborative program from 2018 to 2021, doubling its investment. The success attained with the IC-HMI program could be somehow explained by key management initiatives adopted, such as the: creation of Program and Project Management Office, definition and communication of a Governance Model, creation of Project Charters, promotion of Alignment Stakeholders Workshops, Project Progress Meetings and creation of Project Transition Plans, among other key initiatives reported in this paper.

Purpose The development, implementation, and evaluation of a pharmacogenomics education program for pharmacists in a large, integrated multicampus health system are described. Summary Pharmacogenomics has been described as tailoring medications to each patient’s unique genetic sequence with the goals of minimizing harmful effects and optimizing therapeutic effects. Pharmacists are uniquely trained to lead the implementation of pharmacogenomics in clinical care. After assessment of pharmacists’ comfort with pharmacogenomics, different approaches were explored to develop, pilot test, and disseminate pharmacogenomics education across a multicampus academic medical center. Limited success with large-audience, single-lecture didactic education led to development and delivery of targeted, competency-based online modules using the institution’s academic virtual learning environment and course management system. Implementation steps included (1) collaboration with the Mayo Clinic Center for Individualized Medicine to create an interprofessional development team and project charter, (2) galvanizing pharmacy leadership support across multiple campuses, (3) development of competency-based interactive modules, and (4) assessment of the quality of and learner satisfaction with the modules. Significant improvements in competency scores were observed with each module and across the multiple campuses. Satisfaction with the education program was assessed at the end of a 4-module series. Conclusion A pharmacogenomics educational program targeting pharmacists was developed through interprofessional collaboration and provided a novel opportunity to construct an educational infrastructure to support enterprise health-system campuses with limited educational resources.

A Proposal to improve production in Tribun printing Manado using the DMAIC Six Sigma method. In the background is the rapid development of technology that requires a printing company to use machines instead of humans to speed up theproduction process to supply the market's demand. But new problems encountered, the faster the production process the more the product will be defective. The same problem is also faced by Tribun Manado printing. From the data obtained from February to April, the average newspaper produced each month reached 1,088,345 copies with average product defects of 32,651 copies. Based on these data a DMAIC Six Sigma method is used (Define, Measure, Analysis, Improve, Control) to analyze and look for factors that cause waste or defect during the production process. The stages of DMAIC begin with the Define stage. At the define stage a project charter is created, containing the description of the defective product problem. Making SIPOC diagram to know the interaction involved in the production process starts from the ordering of raw materials then news writing, editorial stage, layout, production process until dissemination then determination CTQ where CTQ found in Tribun Manado printing is 3 CTQ. At the measure stage the NP chart is created. From a presentation made from NP chart, the resulting product defect reaches 3%, Cp 0.7, DPMO 30000 average with a low 3.4 sigma valueindicates printing needs improvement. At the stage of analysis, a diagram Ishikawa is made to describe the root cause of each CTQ, and it is found: shaded writing, blurred image color and writing and a color mismatch. At the step of improve an FMEA table is made, containing an improvement proposal based on problems found using diagram Ishikawa on analysis stage, then in the Control stage an action plan is made to check whether the proposals made have yet been applied or not.

This paper develops a conceptual model for finding key factors for new product development (NPD) evaluation. It builds on the work of the most cited and published authors on innovation management, but transfers attention from advertising aspects and efficiency, to factors identified within the NPD process such as new product project definition, a firm’s resources, organisation-product fit, and commercial entity, that would lead to success with “Information acquired” being identified as the underlying key factor. This paper presents a summary of the results of correlation coefficients calculated between the factors identified and outcome measures, derived from the leading authors’ work. Further, analytic hierarchy process (AHP) was used to evaluate the results of the correlation coefficients of sub-factors, which were modified by considering the ranking of each author.

Publisher Summary Projects are influenced by a multitude of factors, which can be external or internal to the organization responsible for its management and execution. These external or internal influences are known as the project context or project environment. These influences can be divided into political, economic, social, technical, legal, and environmental influences. There are the internal politics, which inevitably occur in all organizations whether governmental, commercial, industrial or academic and which manifest themselves in the opinions and attitudes of the different stakeholders in these organizations. The second type are the external politics over which neither the sponsor nor the project manager may have much, if any, control. The internal economics relate to the viability of the project and the soundness of the business case. Many projects and indeed most construction projects inevitably affect the community in whose area they are carried out. It is vital therefore to inform the residents in the affected areas as early as possible of the intent, purpose and benefits to the organization and community of the project. Whether the project involves rolling out a new financial service product or building a power station, the technology must be in place or be developed as the work proceeds. One of the fundamental requirements of a contract and by implication a project is that it is legal. Some of the environmental aspects of a project have already been alluded to under “Social,” from which it became apparent that environmental impact assessments are highly desirable where they are not already mandatory.

Emergency Care Networks (ECNs) are integrated healthcare systems comprised of emergency departments (EDs). ECNs are called to be the primary response of healthcare authorities to deal with the expected uptick in the future demands for emergency care during the current Covid-19 pandemic. Lean Six Sigma (LSS) has been proposed to address this challenge since it allows managers to detect factors contributing to the extended waiting times (WT) throughout the patient journey. The suggested framework follows the DMAIC cycle that was initiated with the project charter definition; in the meantime, a SIPOC diagram was drawn to analyze the emergency care process and pinpoint critical process variables. Following this, a nested Gage RR subsequently, a normal-based capability analysis was carried out to determine how well the ECN process satisfies the specifications. The next step was to identify the potential causes separating the ECN nodes from the desired target. Afterwards, improvement strategies were devised to lessen the average WT. After suitable data collection, a before-and-after analysis was performed to verify the effectiveness of the implemented strategies. Ultimately, a control plan containing an I-MR control chart was designed to maintain the improvements achieved with the LSS implementation. The results revealed that the average WT of the showcased node passed from 190.02 min to 103.1 min whereas the long-term sigma level increased from −0.06 to 0.11. The proposed framework was validated through a case study including the involvement of a medium-sized hospital from the public sector.

Publisher Summary There are three main types of project organizations: functional; matrix; and project or task force. Functional organization consists of specialist or functional departments each with their own departmental manager responsible to one or more directors. Such an organization is ideal for routine operations where there is little variation of the end product. Matrix organization is probably the most common type of project organization, since it utilizes an existing functional organization to provide the human resources without disrupting the day-to-day operation of the department. From a project manager's point of view task force organization is the ideal type of project organization, since with such a set up he has complete control over every aspect of the project. The project team is usually located in one area. Lines of communication are short and the interaction of the disciplines reduces the risk of errors and misunderstandings. One of the main differences between the two true project organizations (matrix and task force) and the functional organization is the method of financial accounting.

In the preparation for the Concept Design Phase and a new European Framework Programme starting in 2021, EUROfusion developed a DEMO project charter, consisting of updates to the project governance and the high level objectives, schedule and scope of work. This proposal, together with the more detailed proposals covering the scope of system design and technology R&D across the breadth of the DEMO project, forms the plan forward for DEMO and was submitted as input for approval to the first DEMO gate review (G1). Following the successful completion of the gate and the associated recommendations provided, the plan forward was modified accordingly. This paper details the principle elements of the implementation and organisation of the DEMO design and R&D activities in the Concept Design Phase.

The purpose of this research study is to evaluate the challenges faced during the project definition, design, construction, and maintenance phase of mechanical systems projects for new Data Centers or existing Data Centers. Construction industry professionals, design professionals, data center management, and engineering personnel were surveyed. The survey questionnaire comprised of 27 questions and focused on the following themes: general information and respondent’s area of knowledge and experience, overall management challenges in data centers, challenges specific to data center mechanical systems, standard management practices and processes employed in data center mechanical projects and recommendation and suggestions to arrive at best management practices in mechanical systems projects for data centers. The results of the survey were evaluated to arrive at best management practices to better assist in building reliable data centers.

Heavy industry owner companies can deliver large capital projects with repeated success, even during difficult times, by adhering to the fundamentals for delivering projects effectively. As the COVID-19 public health crisis evolves, owners will have to contend with heightened levels of project execution uncertainty. If the capital project industry’s execution performance track record over the last several years is any indication, owners should be concerned. This is especially critical in the Middle East where schedule performance is notably longer and less predictable than in the rest of the world. Fortunately project fundamentals have not changed: they still drive success. To stay profitable in these leaner times, owners need to (1) regain discipline and re-focus on project fundamentals; (2) address organizational challenges in alignment across functions and competencies; (3) resolve major supply chain issues relating to quality and productivity. With this presentation we describe successful responses to our challenges that have improved CAPEX efficiency by over 30 percent when successfully applied.

Recording the actual costs of any large project is an exercise that is prone to many mistakes and inaccuracies. In the context of estimating costs for future project costs, records of recent completed projects include cost data that will help to estimate the costs of comparable future projects or, at least parts of those projects. The experience of many people suggests that initial estimates tend to be optimistic. This implies that the funnel in the diagram should really be slewed anticlockwise about the central horizontal dividing line, giving greater prominence to the negative errors. The completeness of definition was scored separately by the estimator for each high-level element of the estimate for offsites and for process within engineering design, procurement and construction. The idea behind reference class forecasting is to overcome the optimism bias during the early stages of project definition and improve the degree of confidence in the cost estimate and project schedule.

Project charter for CDH Research Partnership - Geniza 2020-2021. The charter is the foundational document that describes the rationale, goals, plan of work, resources needed, terms and conditions, and outcomes of a Center for Digital Humanities at Princeton (hereafter CDH) project. Charters are written by core members of a project team in a series of planning meetings taking place over the course of a month. The planning process is intensive, collaborative, and requires substantial input from everyone on a team. Charters serve as formalized agreements among all team members on such crucial questions as scope, technical design, infrastructural needs, and success criteria. This is a digital copy of a “living document” at a single point in time. Charters are amended as necessary throughout the project lifecycle to document major changes and note when the “Built by CDH” Software Warranty and “Built by CDH” Long Term Service Agreement take effect, and serve as part of the CDH project archive. Certain components of the Charter, such as the Roadmap, are intended to be updated more frequently as development progresses and priorities naturally shift. For more information, see the Charter amendment policy located in the Agreements section of this Charter. CDH charters and their planning documents exist in several forms as we have refined them over the years and tailored them to the several types of projects we have supported. For more about CDH project management, including the charter process, visit: https://cdh.princeton.edu/research/project-management.