Xem 1-20 trên 75 kết quả Project organisations
  • It was just a few decades ago, in the 1950s, that modern project management was first seen as an individual subject within the area of economic sciences. Centuries back, so-called “projects” were finished successfully, e.g. the building of the aqueducts in Roman times or the construction of the Great Wall in China, but these projects were managed more on an ad-hoc basis mostly using informal techniques and tools.

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  • International business is the study of transactions taking place across national borders for the purpose of satisfying the needs of individuals and organisations. These transactions can be trade (importing, exporting) and direct investment.

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  • Many businesses do not change when they need to, nor do they change when they have to. If they did, many fewer would fail. But, like people, they only change when they want to. If a change in the way an organisation achieves successful project outcomes is to be considered, it should be seen as a culture change, involving adjustments in mindset, values and behaviour; it may involve abandoning norms and sacred cows.

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  • Mobile network operators will meet many challenges in the coming years. It is expected that the number of people connected, wireline and wireless, will reach five billion by 2015. At the same time, people use more wireless services and they expect similar user experience to what they can now get from fixed networks. Because of that we will see a hundred-fold increase in network traffic in the near future. At the same time markets are saturating and the revenue per bit is dropping.

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  • This thesis describes a programme of continuous action research, involving an international network of major organisations to which projects are important. The research concerns the development of methodology and content to build this nchvork into a learning community for project improvement. The research started with six quite basic questions about project management practices but it has led to significant developments in:

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  • We describe an on-going project whose primary aim is to establish the technology of producing closed captions for TV news programs efficiently using natural language processing and speech recognition techniques for the benefit of the hearing impaired in Japan. The project is supported by the Telecommunications Advancement Organisation of Japan with the help of the ministry of Posts and Telecommunications.

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  • Strategic management is effective only when resources match stakholders needs and expectations and change to fit into a tubulent environment.

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  • On behalf of the SB05Tokyo Student Session Organising Committee, I would like to welcome you all to Tokyo and to the first attempt of a student session in the series of Sustainable Building Conferences. We initiated this event based on the brief that it could create networks between young architects and researchers in the field of Sustainable Building, and that the networks could act as an essential catalyst for forming a better, less unsustainable future.

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  • This article examines the literature on case studies of knowledge management systems in use in organisations that develop software. We investigate knowledge management approaches in eight case studies, and what the reported bene ts are. Surprisingly, very few organisations claim to have lowered software production costs or increased the quality of the software. But many claim to have improved the work situation for software developers and managers.

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  • With the ever-increasing levels of volatility in demand and more and more turbulent market conditions, there is a growing acceptance that individual businesses can no longer compete as stand-alone entities but rather as supply chains. Supply chain management (SCM) has been both an emergent field of practice and an academic domain to help firms satisfy customer needs more responsively with improved quality, reduction cost and higher flexibility.

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  • This report provides baseline information on investigations undertaken as part of the Collaboration for Agriculture and Rural Development CARD Project 050/04VIE “Improvement of export and domestic markets for Vietnamese fruit through improved post-harvest and supply chain management”. This collaborative project is funded by AusAID and administered by Hassall and Associates International.

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  • E-mail and the Internet now make day to day to communication easier to organise, but distance makes it even more important to have a clear action plan with proper phases; to plan meetings carefully; to specify deliverables and to keep to them; to be clear from the outset about how outcomes will be assessed. Conference telephone calls, internet chat rooms, project focus groups are all good ways of improving communications.

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  • In the beginning, the word ‘Project’ was associated primarily with engineering, in particular with developments at the forefront of technology. The next place it cropped up was in Information Technology where Software Programming required sophisticated project methodology. Today, though, a project mentality is essential in our topsy turvey world of the new millennium. The organisations that will remain healthy are the ones that have an effective and widely understood approach to managing projects as a way of implementing change. ...

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  • Projects in the area of Information Technology (IT) can also be added to the three categories cited above. When you compare these project areas with what happens in a conventional education organisation, it will be clear that DE organisations tend to be different in the sense that they are project driven. Now, let’s set another milestone. Let us suppose you work for the Swaziland Emlalatini Centre for Distance Education, the Lesotho Distance Teaching Centre, the Tanzania Institute of Adult Education, or any institution in SADC, respond to this task.

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  • We would like to thank Penelope Woolf (then at Pitman Publishing) for starting us off on this project and for her support in the early stages, and Sadie McClelland for taking over this task at a later stage and being unfailingly supportive and helpful, and remaining cheerful at all times. We must also thank Linda Saddington and Moira Dearden, who inestimably facilitated the production of this book.

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  • Enterprise project office (EPO) is essentially a support for investment governance and has a strong demand-side role in ensuring the organisation’s investment decision-making will deliver the greatest benefit from the resources available. This includes involvement in organisation strategy development and project and programme identification as well as business cases for investment, resource planning and allocation. It should be able to optimise the allocation of resources to match business priorities, by having complete information on all projects – current and planned.

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  • Will your project lead to materials production or a publication? If so, you need to get an estimate from the printers or the organisation producing the materials. Don’t forget the costs of distributing the materials if this is part of your aims. CD-ROMs are often cheaper than print nowadays. Do you have access to the computers and other hardware you need for the project? Some publicly funded project sources will contribute to buying what you need.

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  • Đối với các môn thực tập (nên làm theo nhóm): mạnh dạn thực hiện các project mà giáo viên giao, có thể ban đầu bạn chưa hiểu gì! Đừng lo lắng! hãy tham khảo các project tương tự tìm thấy trên internet hay của các khóa trước và làm theo. Các bạn cũng đừng quá hy vọng sau khi hoàn tất project của mình sẽ hoạt động được! 80% sẽ không hoạt động.

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  • Outlook ’2003 is a powerful Information management application that allows you to co-ordinate projects using a variety of different tools. These range from E-mail for communication, to the Calendar, which can be used for time management. How to use this guide This manual should be used as a point of reference following attendance of the Outlook ’2003 training cour

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  • Across the globe, organisations are spending increasing sums of money on executing projects and programmes. Managing change successfully has become a significant factor in organisational success, and investment in projects and programmes is integral to that success. However, many organisations still struggle to achieve success with the majority of their projects and programmes. Some believe that the effort and money spent in implementing PMOs has made a big difference in the level of success achieved in executing projects and programmes.

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