Henri Temianka (Concert Programs)

This collection contains material pertaining to the life, career, and activities of Henri Temianka, violin virtuoso, conductor, music teacher, and author. Materials include correspondence, concert programs and flyers, music scores, photographs, and books.https://digitalcommons.chapman.edu/temianka_ephemera/1018/thumbnail.jp

COVID-19 Verdacht: Testkriterien und Maßnahmen

Das Flussschema dient als Orientierungshilfe für Ärztinnen und Ärzte zur Testung auf COVID-19. Es enthält Hinweise zu Hygiene, Meldung und Diagnostik sowie zur weiteren Vorgehensweise bei einem laborbestätigten COVID-19-Fall

Construction productivity analysis for asphalt concrete pavement rehabilitation in urban corridors

The results of a constructibility and productivity analysis for the California Department of Transportation Long Life Asphalt Concrete Pavement Rehabilitation Strategies program are presented. With the assistance of California asphalt concrete (AC) paving contractors, the analysis explored the effects on construction productivity of rehabilitation materials, design strategy (crack seat and overlay, full-depth replacement), layer profiles, AC cooling time, resource constraints, and alternative lane closure tactics. Deterministic and stochastic analysis programs were developed. A sensitivity study that examined the construction production capability within a 55-h weekend closure was performed. Weekend closures were also compared with continuous closures. Demolition and AC delivery truck flows were the major constraints limiting the AC rehabilitation production capability. It was concluded from the study that efficient lane closure tactics designed to work with the pavement profile (an minimize the nonworking time to increase the construction product! on efficiency. The results of the study will help road agencies evaluate rehabilitation strategies and tactics with the goal of balancing the maximization of production capability and minimization of traffic delay during urban pavement rehabilitation.open114sciescopu

Towards the development of a methodology for managing industrialization projects

This paper proposes an approach for developing a project management methodology to be applied on the specific context of industrialization projects. This particular type of projects comprise the development of manufacturing lines for products, the quality of the product itself being assessed the whole way through using the well-known stage-gate system (quality gates). Project management should then support the technical activities, but its role is sometimes not so clear. In this sense, the proposed approach for developing the project management methodology is intended to solve this issue, comprising the required steps for performing a detailed characterization of the current scenario, allowing for inconsistences to be noticed and improvements to be identified.This research is sponsored by the Portugal Incentive System for Research and Technological Development. Project in co-promotion nº 002814/2015 (iFACTORY 2015-2018, COMPETE: POCI-01-0145-FEDER-007043 and FCT – Fundação para a Ciência e Tecnologia within the Project Scope: UID/CEC/00319/2013.info:eu-repo/semantics/publishedVersio

Radical cognitive science in philosophical psychopathology: the case of depression

The principle purpose of this collection of papers is to explore and apply ideas from various kinds of non-traditional Cognitive Science, as well as comparing them with their more traditional counterparts, in order to reach a better understanding of the symptoms and features of depressive illness. By ‘non-traditional’ I mean to refer to Cognitive Science that makes minimal use of the notion of abstract, post-perceptual, and reconstructive mental representation, is computationally frugal, and treats the mind as fundamentally both embodied and environmentally embedded. This thesis in particular draws on insights from ecological psychology and action-oriented perception, embodied and situated cognition, and predictive processing. After introducing the subject matter, the first substantive paper argues that anhedonia is, in the general case, a disorder determined by disruption to affectively supportive elements of an individual’s environment. The second proposes a predictive-processing approach to explaining the characteristic operation of motivational mental states. This paper supports the third, in which I argue that psychological, somatic, and (action-oriented) perceptual factors all contribute to depressed agents’ struggles and failures to initiate and sustain action. I suggest that these problems should not all be thought of as disorders of motivation per se, but rather as broader kinds of action-oriented cognitive dysfunction. In the fourth paper, I reject Matthew Ratcliffe’s argument for the claim that people with depression are not typically better able to empathise with other people with depression, though I find alternative evidence for this suggestion available to those happy to endorse a more mainstream view of empathy. Finally, I broaden the scope of my investigation to psychopathology in general, and argue that classical (neuro-centric and mechanical) explanations in Psychiatry have inadvertently resulted in psychiatric service users’ subjection to a number of epistemic injustices. This suggests that non-classical theories of psychopathology are not just important for achieving accurate psychiatric explanation, but also for ensuring the ethical treatment of service users

OPM3® Portugal project: analysis of preliminary results

Project Management (PM) has emerged as a crucial factor that determines the success of an organization. In this sense, there is a growing concern for organizations to assess their PM maturity. This paper presents the PM maturity results for 19 organizations, using Organizational Project Management Maturity Model (OPM3®) emerging from OPM3® Portugal Project research, that is presently in progress. All aspects of OPM3® Portugal Project are explained in detail, and a brief descriptive analysis of the 19 organizations assessed is presented. The preliminary results were obtained using two scoring methods, and are presented in tables organized by PM processes, Portfolio Management processes and Organizational Enablers areas. No other similar studies were found, thus it was not possible to compare the preliminary Portuguese results with other results

Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage

[EN] As a well established discipline and profession, project management has its distinctive tools and techniques. One of them that has been considered the embodiment of the core principles of project management is the Earned Value Management (EVM). In managing construction projects, the EVM has been considered as a suitable tool and hence, has been implemented in various construction industry but absent in some others. Taking into account the dynamic environment where construction companies have to operate, particularly in turbulence environments as the direct result of recent global economic downturn, this paper explores the potential implementation of EVM in one of the construction industry, the Spanish construction industry. The outcomes confirm the needs for and feasibility of implementing EVM as a structured approach in the industry to reposition the Spanish construction industry with the long term view to increase its project management maturity level as a pathway to gaining competitive advantage.Universitat Politecnica de Valencia [grant number 19701344]Sutrisna, M.; Pellicer, E.; Torres-Machí, C.; Picornell, M. (2018). Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage. International Journal of Construction Management. 20(1):1-12. https://doi.org/10.1080/15623599.2018.1459155S112201Anbari, F. T. (2004). Earned value project management method and extensions. IEEE Engineering Management Review, 32(3), 97-97. doi:10.1109/emr.2004.25113Aram, J. D., & Walochik, K. (1996). Improvisation and the Spanish Manager. International Studies of Management & Organization, 26(4), 73-89. doi:10.1080/00208825.1996.11656695Brandon, D. M. (1998). Implementing Earned Value Easily and Effectively. Project Management Journal, 29(2), 11-18. doi:10.1177/875697289802900204Brown, A., & Adams, J. (2000). Measuring the effect of project management on construction outputs: a new approach. International Journal of Project Management, 18(5), 327-335. doi:10.1016/s0263-7863(99)00026-5Bryde, D. J. (2003). Modelling project management performance. International Journal of Quality & Reliability Management, 20(2), 229-254. doi:10.1108/02656710310456635Chen, H. L., Chen, W. T., & Lin, Y. L. (2016). Earned value project management: Improving the predictive power of planned value. International Journal of Project Management, 34(1), 22-29. doi:10.1016/j.ijproman.2015.09.008De la Cruz, M. P., del Caño, A., & de la Cruz, E. (2006). Downside Risks in Construction Projects Developed by the Civil Service: The Case of Spain. Journal of Construction Engineering and Management, 132(8), 844-852. doi:10.1061/(asce)0733-9364(2006)132:8(844)Din, S., Abd-Hamid, Z., & Bryde, D. J. (2011). ISO 9000 certification and construction project performance: The Malaysian experience. International Journal of Project Management, 29(8), 1044-1056. doi:10.1016/j.ijproman.2010.11.001Eldin, N. N. (1989). Measurement of Work Progress: Quantitative Technique. Journal of Construction Engineering and Management, 115(3), 462-474. doi:10.1061/(asce)0733-9364(1989)115:3(462)Gidado, K. I. (1996). Project complexity: The focal point of construction production planning. Construction Management and Economics, 14(3), 213-225. doi:10.1080/014461996373476Hastak, M., Halpin, D. W., & Vanegas, J. (1996). COMPASS—New Paradigm for Project Cost Control Strategy and Planning. Journal of Construction Engineering and Management, 122(3), 254-264. doi:10.1061/(asce)0733-9364(1996)122:3(254)D. Holt, G., & S. Goulding, J. (2014). Conceptualisation of ambiguous-mixed-methods within building and construction research. Journal of Engineering, Design and Technology, 12(2), 244-262. doi:10.1108/jedt-02-2013-0020Ibbs, C. W., & Kwak, Y. H. (2000). Assessing Project Management Maturity. Project Management Journal, 31(1), 32-43. doi:10.1177/875697280003100106Jugdev, K., & Thomas, J. (2002). 2002 Student Paper Award Winner: Project Management Maturity Models: The Silver Bullets of Competitive Advantage? Project Management Journal, 33(4), 4-14. doi:10.1177/875697280203300402Kim, E., Wells, W. G., & Duffey, M. R. (2003). A model for effective implementation of Earned Value Management methodology. International Journal of Project Management, 21(5), 375-382. doi:10.1016/s0263-7863(02)00049-2Kim, T., Kim, Y.-W., & Cho, H. (2016). Customer Earned Value: Performance Indicator from Flow and Value Generation View. Journal of Management in Engineering, 32(1), 04015017. doi:10.1061/(asce)me.1943-5479.0000377Laufer, A., & Tucker, R. L. (1987). Is construction project planning really doing its job? A critical examination of focus, role and process. Construction Management and Economics, 5(3), 243-266. doi:10.1080/01446198700000023Liberatore, M. J., Pollack-Johnson, B., & Smith, C. A. (2001). Project Management in Construction: Software Use and Research Directions. Journal of Construction Engineering and Management, 127(2), 101-107. doi:10.1061/(asce)0733-9364(2001)127:2(101)Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: Linking Project Management Performance and Project Success. International Journal of Project Management, 32(2), 202-217. doi:10.1016/j.ijproman.2013.05.012Navon, R., & Haskaya, I. (2006). Is detailed progress monitoring possible without designated manual data collection? Construction Management and Economics, 24(12), 1225-1229. doi:10.1080/01446190600999097Onwuegbuzie, A. J., & Leech, N. L. (2005). Taking the «Q» Out of Research: Teaching Research Methodology Courses Without the Divide Between Quantitative and Qualitative Paradigms. Quality & Quantity, 39(3), 267-295. doi:10.1007/s11135-004-1670-0Oviedo-Haito, R. J., Jiménez, J., Cardoso, F. F., & Pellicer, E. (2014). Survival Factors for Subcontractors in Economic Downturns. Journal of Construction Engineering and Management, 140(3), 04013056. doi:10.1061/(asce)co.1943-7862.0000811Pellicer, E., Sanz, M. A., Esmaeili, B., & Molenaar, K. R. (2016). Exploration of Team Integration in Spanish Multifamily Residential Building Construction. Journal of Management in Engineering, 32(5), 05016012. doi:10.1061/(asce)me.1943-5479.0000438Potts, K., & Ankrah, N. (2008). Construction Cost Management. doi:10.4324/9780203933015Vanhoucke, M. (2012). Project Management with Dynamic Scheduling. doi:10.1007/978-3-642-25175-7Yazici, H. J. (2009). The Role of Project Management Maturity and Organizational Culture in Perceived Performance. Project Management Journal, 40(3), 14-33. doi:10.1002/pmj.20121Yu, A. G., Flett, P. D., & Bowers, J. A. (2005). Developing a value-centred proposal for assessing project success. International Journal of Project Management, 23(6), 428-436. doi:10.1016/j.ijproman.2005.01.00