Managing at the Speed of Light: Improving Mission-Support Performance

The House and Senate Energy and Water Development Appropriations Subcommittees requested this study to help DOE's three major mission-support organizations improve their operations to better meet the current and future needs of the department. The passage of the Recovery Act only increased the importance of having DOE's mission-support offices working in the most effective, efficient, and timely manner as possible. While following rules and regulations is essential, the foremost task of the mission-support offices is to support the department's mission, i.e., the programs that DOE is implementing, whether in Washington D.C. or in the field. As a result, the Panel offered specific recommendations to strengthen the mission-focus and improve the management of each of the following support functions based on five "management mandates":- Strategic Vision- Leadership- Mission and Customer Service Orientation- Tactical Implementation- Agility/AdaptabilityKey FindingsThe Panel made several recommendations in each of the functional areas examined and some overarching recommendations for the corporate management of the mission-support offices that they believed would result in significant improvements to DOE's mission-support operations. The Panel believed that adopting these recommendations will not only make DOE a better functioning organization, but that most of them are essential if DOE is to put its very large allocation of Recovery Act funding to its intended uses as quickly as possible

Is agile project management applicable to construction?

This paper briefly summarises the evolution of Agile Project Management (APM) and differentiates it from lean and agile production and ‘leagile’ construction. The significant benefits being realized through employment of APM within the information systems industry are stated. The characteristics of APM are explored, including: philosophy, organizational attitudes and practices, planning, execution and control and learning. Finally, APM is subjectively assessed as to its potential contribution to the pre-design, design and construction phases. In conclusion, it is assessed that APM offers considerable potential for application in predesign and design but that there are significant hurdles to its adoption in the actual construction phase. Should these be overcome, APM offers benefits well beyond any individual project

Management issues in systems engineering

When applied to a system, the doctrine of successive refinement is a divide-and-conquer strategy. Complex systems are sucessively divided into pieces that are less complex, until they are simple enough to be conquered. This decomposition results in several structures for describing the product system and the producing system. These structures play important roles in systems engineering and project management. Many of the remaining sections in this chapter are devoted to describing some of these key structures. Structures that describe the product system include, but are not limited to, the requirements tree, system architecture and certain symbolic information such as system drawings, schematics, and data bases. The structures that describe the producing system include the project's work breakdown, schedules, cost accounts and organization

StarGro: Building i* metrics for agile methodologies

Requirements management is one of the cornerstone activities in software development. Agile methodologies use dedicated methods, techniques and artifacts in order to implement this activity. Remarkably, Backlog Grooming is the activity of managing and welcoming changing requirements in SCRUM. However, current industrial practices in agile development still tend to render this process in the shape of a list of statements, features and bug fixes that often leads to a blurred view of the goals of the project, the underestimation of client's needs and the decrease of the ability to respond to changes. In this paper we outline an approach that uses goal and agent oriented modelling techniques in order to fill in this "intentional" gap that current industrial approaches lack.Peer ReviewedPostprint (published version

Sharpening the Cutting Edge: Corporate Action for a Strong, Low-Carbon Economy

Outlines lessons learned from early efforts to create a low-carbon economy, current and emerging best practices, and next steps, including climate change metrics, greenhouse gas reporting, effective climate policy, and long-term investment choices

The modern technology of iron and steel production and possible ways of their development

В изменяющейся мировой обстановке на рынке сырых материалов для черной металлургии разрабатывается ряд новых технологий по производству чугуна и стали, альтернативных существующим технологиям, которые способны обеспечить экономически устойчивую работу металлургических компаний. В дополнении к этому фокусируется внимание на экономии энергии и снижении выбросов парниковых газов в целях решения важнейших вопросов охраны окружающей среды. Изменение состояния окружающей среды ставит новые проблемы перед металлургической промышленностью, потребляющей значительные энергетические и топливные ресурсы. Отрасль вынуждена сосредоточить свое внимание на сокращении всех видов энергии, что приведет и к снижению выброса парниковых газов. Разработка альтернативных технологических процессов производства чугуна и стали способна обеспечить металлургическим компаниям экономически выгодную и устойчивую работу в производстве стали. Для оценки воздействий деятельности металлургических компаний на окружающую среду Инженерно-консалтинговой компанией ХАТЧ (НАТСH, Сanada) были разработаны новые методики моделирования, позволяющие квалифицированно и качественно оценивать риски в потреблении энергии и выбросах СО2 в металлургической промышленности. Методика для анализа выбросов углеродсодержащих парниковых газов названа G-CAP ™ (Зеленый Дом — Борьба с загрязнением воздуха углекислым газом), а для анализа энергоэффективности — En-MAPTM (Планирование действий при управлении энергией). Оценка существующего положения в большинстве интегрированных заводов показала, что они располагают возможностями по экономии энергии и борьбы с загрязнением атмосферы парниковыми газами, лучшие из этих заводов исчерпали эти возможности даже при высоких ценах на квоты выбросов СО2. В этом контексте важно оценить те важные особенности альтернативных технологий получения чугуна и стали, которые разработаны к настоящему времени. Эта статья содержит сравнительную оценку энергоэффективности и выбросов ПГ для некоторых выбранных альтернативных технологий производства чугуна и стали, которые рассматриваются для их реализации. Для этого применены методики G-CAP ™ и G-CAP ™ , элементы которых были разработаны в компании HATCH с основной целью количественной и квалификационной оценки потенциала экономии энергии и сокращения выбросов СО2 в металлургической промышленностиIn the changing global market scenario for raw materials for the steel industry, a number of novel iron and steelmaking process technologies are being developed to provide the steel companies with economically-sustainable alternatives for iron and steel-making. In addition, the steel industry is also focusing on reduction of energy consumption as well as green-house gas (GHG) emissions to address the crucial subject of climate change. Climate change is presenting new risks to the highly energy and carbon-intensive, iron and steel industry. The industry needs to focus on reduction of energy consumption as GHG emissions to address climate change. Development of alternate iron and steelmaking process technologies can provide steel companies with economically-sustainable alternatives for steel production. For managing climate change risks, novel modelling tools have been developed by Hatch to quantify and qualify potential energy savings and CO2 abatement within the iron and steel industry. The tool developed for abatement of greenhouse gas carbon is called G-CAPTM (Green-House Gas Carbon Abatement Process) while that developed for improving energy efficiency is called En-MAPTM (Energy Management Action Planning). Evaluation of existing operations have shown that most integrated plants have GHG and energy abatement opportunities; on the other hand, the best-in-class plants may not have a lot of low-risk abatement opportunities left, even at high CO2 price. In this context, it is important to assess these critical issues for the alternate iron and steelmaking technologies that have been developed. This paper presents a comparative evaluation of energy-efficiency and GHG emissions for some selected iron- and steelmaking technologies that are being considered for implementation. In this work, Hatch’s G-CAP™ and En-MAP™ tools that were developed with the main objective of quantifying and qualifying the potential energy savings and CO2 abatement within the iron and steel industry, were employed in the evaluation conducted

ACCESS: An Inception Report

Imagine a world in which all groups of citizens coming together to realize some public benefit measure and communicate the character and consequences of their work. Imagine further that all those groups have adopted a common reporting system that enables their individual reports to be compared, thus creating powerful descriptions of the relative and collective performance of citizen association for public benefit. Imagine, too, that this common measuring and reporting carries across to all forms of public-private partnership and corporate social responsibility. This is the world envisioned by ACCESS.For the past 18 months a growing number of concerned actors have been meeting, studying, and testing opinion around one of the great structural weaknesses in the world's institutional infrastructure -- inefficient and weak social investment markets. This inception report sets out the results of this enquiry in the form of a proposal to establish a reporting standard for nonprofit organizations seeking to produce social, environmental and, increasingly, financial returns. The ACCESS Reporting standard is one important contribution to redressing a major global system weakness, but it is certainly not the only one. Nor is it one that can operate in isolation from other initiatives. Accordingly, the ACCESS proposed plan of work involves convening a global dialogue on NGO transparency, accountability and performance with the objective of promoting ACCESS and other practical solutions to the challenges of social investment and civil society accountability.This report sets out the background and rationale for these proposals. You will meet the ACCESS sponsors and pilot project partners. Parts of the report are descriptive and analytical but other parts are necessarily theoretical and technical in nature. We make no apology for this. Part of the reason that in 2003 the world does not yet have a reporting standard for social actors is that the theory and technique have not been mastered. For those with a strong orientation toward strategy and action, however, these aspects are presented as well