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This book provides extensive practical knowledge on Interface Management and how it influences the overall life- cycle of project management on oil & gas mega-projects. Also provides a review on how interface management enhanced the Concurrent Engineering, its multi-discipline design & engineering performed concurrently. The Interface Management augments safety, quality and savings on the projects, is an integral part of the overall project management, and mechanism to manage the internal & external interfaces. The Interface Management encompasses all the ten facets of PMI’s “PMBOK” that includes Integration, Scope, Time, Cost, HSEQR*, Procurement, HR, Communications, Risk, and Stakeholder Managements. The Interface Management processes ensure prompt, regimented and documented mode of coordination amongst the disciplines, various entities & project team members called the Work-groups - (WG’s). The Clients, Operators and EPC Companies are all in agreement that an ineffective Interface Management is one of the major root-causes of budget over-runs & schedule delays that also impact the Safety & Quality. An effective interface management ensures project scope completion, delivery on time and budget to the satisfaction of project stakeholders. The conclusion is with path forward & lessons learned, etc. (*) HSEQR = Health, Safety, Environment, Quality and Regulatory
This volume is a record of the Workshop on User Interface Management Systems and Environments held at INESC, Lisbon, Portugal, between 4 and 6 June 1990. The main impetus for the workshop came from the Graphics and Interaction in ESPRIT Technical Interest Group of the European Community ESPRIT Programme. The Graphics and Interac tion in ESPRIT Technical Interest Group arose from a meeting of researchers held in Brussels in May 1988, which identified a number of technical areas of common interest across a significant number of ESPRIT I and ESPRIT II projects. It was recognized that there was a need to share information on such activities between projects, to disseminate results from the projects to the world at large, and for projects to be aware of related activities elsewhere in the world. The need for a Technical Interest Group was confirmed at a meeting held during ESPRIT Technical Week in November 1989, attended by over 50 representatives from ESPRIT projects and the Commission of the European Communities. Information exchange sessions were organized during the EUROGRAPHICS '89 confer ence, with the intention of disseminating information from ESPRIT projects to the wider research and development community, both in Europe and beyond.
Accelerating change and the context for projects -- Understanding project complexity -- Interface management introduction -- Basic interface management process -- Interface analysis -- Interface management planning -- Interface management implementation -- Managing interface activity during execution -- Interface management verification and closeout
The book contains the proceedings and reports of the "Workshop on User Interface Management Systems", held in Seeheim, Federal Re public of Germany, November 1-3, 1983. The workshop brought toge ther experts in using and developing techniques for managing the dialo gue between users and interactive graphics systems. The purpose of the workshop was to produce an agreed report contrasting existing ap proaches, and outlining directions for future work. Four different areas were defined and addressed at the workshop, namely a) role, model, structure and construction of a UIMS b) dialogue specification tools c) interface of the UIMS to the application d) user's conceptual model All participants prepared papers each in one ofthose problem areas. The papers have been rewritten in the light of the issues discussed during the workshop. Also a subgroup report was produced for each problem area summarizing the results of the discussions at the workshop. Preface User Interface Management Systems (UlMS) are the mediators between the user and the application programs. As more and more in teractive programs become widely available,methods and techniques of designing and implementing acceptable user interfaces have to be inves tigated. Since many years, research on the design of user interface mana gement systems is going on. This EUROGRAPHICS Workshop follows from the ACM SIGGRAPH Workshop on Graphical Input and Interac tion Techniques of May, 1982 in Seattle (see: Computer Graphics 17(1), 1983), and the IFIP WG 5.
This book provides a timely analysis of the role that information-particularly scientific information-plays in the policy-making and decision-making processes in coastal and ocean management. It includes contributions from global experts in marine environmental science, marine policy, fisheries, public policy and administration, resource management
This book focuses on the interfaces of Requirements Management to the other disciplines of Systems Engineering. An introduction into Requirements Management and Requirements Development is given, along with a short sketch of Systems Engineering, and especially the necessary inputs and resulting outputs of Requirements Management are explained. Using these it is shown how Requirements Management can support and optimize the other project disciplines.
This book is intended to lay out, in a clear and intuitive as well as comprehensive way, what we know - or think we know - about mergers and acquisitions in the financial services sector. It evaluates their underlying drivers, factual evidence as to whether or not the basic economic concepts and strategic precepts are correct. It looks closely at the managerial dimensions in terms of the efficacy of merger implementation, notably the merger integration process. The focus is on enhancing shareholder value creation and the execution of strategies for the successful management of mergers. It also has a strong public-policy component in this "special" industry where successes can pay dividends and failures can cause serious problems that reach well beyond the financial services industry itself. The financial services sector is about halfway through one of the most dramatic periods of restructuring ever undergone by a major global industry. The impact of the restructuring has carried well beyond shareholders of the firms and involved into the domain of regulation and public policy as well as global competitive performance and economic growth. Financial services are a center of gravity of economic restructuring activity. M&A transactions in the financial sector comprise a surprisingly large share of the value of merger activity worldwide -- including only deals valued in excess of $100 million, during the period 1985-2000 there were approximately 233,700 M&A transactions worldwide in all industries, for a total volume of $15.8 trillion. Of this total, there were 166,200 mergers in the financial services industry (49.7%), valued at $8.5 trillion (54%). In all of restructuring frenzy, the financial sector has probably had far more than its share of strategic transactions that have failed or performed far below potential because of mistakes in basic strategy or mistakes in post-merger integration. It has also had its share of rousing successes. This book considers the key managerial issues, focusing on M&A transactions as a key tool of business strategy - "doing the right thing" to augment shareholder value. But in addition, the degree of integration required and the historic development of integration capabilities on the part of the acquiring firm, disruptions in human resources and firm leadership, cultural issues, timeliness of decision-making and interface management have co-equal importance - "doing it right."
First Published in 1998. Project Management presents the basics of one-off project management in an easy to follow format. Topics covered include dealing with outside consultants; dealing with technical specialists; getting the job done on time and in budget; how to own and control a project; when to delegate; differences between general management and project management. Designed for managers who need to get up to speed with project management skills quickly and easily without being overwhelmed by technical detail, Project Management is ideal for anyone who is faced with a one-off project that is not just business as usual.