The Region DC Maintenance Manager is responsible for managing services and processes that support the DC's. This includes ensuring DC's have a suitable working environment, negotiating contracts with vendors, and managing operational costs within budgets. The manager oversees projects, responds to emergencies, and ensures facilities comply with health, safety, and legal requirements. Key responsibilities are preparing documentation, developing and monitoring budgets, and completing approved capital projects.
The document provides an overview of a presentation on implementing an Earned Value Management System (EVMS) at a federal agency on a low budget. It discusses EVMS concepts and benefits. It then details a case study where a recession-proof EVMS was developed using existing tools and processes to integrate project scheduling, budgeting, reporting, and analysis with minimal costs. The solution standardized processes, automated data collection and linking of schedules and costs. It improved project performance monitoring, accountability, and success rates.
This document provides a summary of Uppalapati A.N.Raju's professional experience and expertise. Raju has 19 years of experience in instrumentation and control engineering, project management, and construction management across various industries. He is currently working as a Lead Instrumentation and Control Engineer for AMEC FOSTERWHEELER in Kuwait. Raju has extensive expertise in areas such as project management, instrumentation and control, construction and commissioning, and team management. He has worked on numerous projects for prestigious clients across various sectors.
Yogesh Kalaskar has over 13 years of experience as a project manager in instrumentation and automation projects. He currently works for Honeywell Turki Arabia Limited in Saudi Arabia, where he is responsible for managing complex automation projects for clients in the oil and gas industry. Some of the major projects he has managed involve Experion DCS systems, safety systems, field instrumentation, and fire and gas systems. He ensures projects are delivered on schedule, within budget, and meet quality and customer satisfaction requirements. Yogesh has a BE in Instrumentation and is PMP and Six Sigma Green Belt certified.
Dwayne Davis has over 25 years of experience in project controls functions including cost engineering, budgeting, project management, and risk management. He currently works as a Senior Project Controls Analyst for ICE Inc at MacDill AFB in Tampa, FL where he monitors costs and forecasts spending for a $30M program. Prior experience includes positions as a Lead Cost Engineer, Cost Engineer, Project Controls Manager, and General Manager on power and refinery projects in locations such as North Carolina, Pennsylvania, Florida, Hong Kong, Ghana, and Trinidad.
The document discusses responsibilities for incumbent contractors during contract transitions to ensure a smooth handover. It outlines a general timeline for transitions with 5 phases: 1) proposal development, 2) board assessments, 3) award announcements, 4) the transition period, and 5) contract execution by the successor. During the transition, the incumbent must maintain performance, finalize inventories, identify property to remove, establish employee check-out procedures, and facilitate subcontract phase outs. The overall goal is continuity of services with minimal disruption.
GPAllied provides reliability and operations consulting services through expertise in maintenance, reliability engineering, operational excellence, and workforce development. It offers solutions to improve sustained reliable operations, reliable capital delivery, and reliable maintenance execution. Key services include developing business cases for change, implementing performance improvement tools, developing management systems, and providing transformation roadmaps. The goal is to help clients achieve rapid ROI through more reliable systems and a culture of continuous improvement.
The document discusses the phases of developing an in-house cost estimate (IHCE) for the Space Network Ground Segment Sustainment (SGSS) project. It describes four phases: 1) developing a conceptual estimate using parametric models, 2) refining the estimate using a bottoms-up approach, 3) aligning the cost structure based on matured requirements, and 4) performing a risk analysis to assess confidence levels. Key lessons learned include starting early, using a team approach, adapting to changes, and ensuring confidence through multiple iterations.
This document summarizes a presentation on over target baseline (OTB) contracts. It discusses the history and definitions of OTB contracts, the OTB process, and the customer perspective in granting an OTB. Recent studies have found that OTBs do not reliably improve cost performance and formal OTB reprogramming occurs randomly. The customer must carefully assess whether an OTB is warranted by auditing contractor performance and risks, and determining if strategic goals and resources support continuing the contract. Formal OTB processes may provide little tangible benefit and changes are needed for performance to reliably improve.
The document provides an overview of a presentation on implementing an Earned Value Management System (EVMS) at a federal agency on a low budget. It discusses EVMS concepts and benefits. It then details a case study where a recession-proof EVMS was developed using existing tools and processes to integrate project scheduling, budgeting, reporting, and analysis with minimal costs. The solution standardized processes, automated data collection and linking of schedules and costs. It improved project performance monitoring, accountability, and success rates.
This document provides a summary of Uppalapati A.N.Raju's professional experience and expertise. Raju has 19 years of experience in instrumentation and control engineering, project management, and construction management across various industries. He is currently working as a Lead Instrumentation and Control Engineer for AMEC FOSTERWHEELER in Kuwait. Raju has extensive expertise in areas such as project management, instrumentation and control, construction and commissioning, and team management. He has worked on numerous projects for prestigious clients across various sectors.
Yogesh Kalaskar has over 13 years of experience as a project manager in instrumentation and automation projects. He currently works for Honeywell Turki Arabia Limited in Saudi Arabia, where he is responsible for managing complex automation projects for clients in the oil and gas industry. Some of the major projects he has managed involve Experion DCS systems, safety systems, field instrumentation, and fire and gas systems. He ensures projects are delivered on schedule, within budget, and meet quality and customer satisfaction requirements. Yogesh has a BE in Instrumentation and is PMP and Six Sigma Green Belt certified.
Dwayne Davis has over 25 years of experience in project controls functions including cost engineering, budgeting, project management, and risk management. He currently works as a Senior Project Controls Analyst for ICE Inc at MacDill AFB in Tampa, FL where he monitors costs and forecasts spending for a $30M program. Prior experience includes positions as a Lead Cost Engineer, Cost Engineer, Project Controls Manager, and General Manager on power and refinery projects in locations such as North Carolina, Pennsylvania, Florida, Hong Kong, Ghana, and Trinidad.
The document discusses responsibilities for incumbent contractors during contract transitions to ensure a smooth handover. It outlines a general timeline for transitions with 5 phases: 1) proposal development, 2) board assessments, 3) award announcements, 4) the transition period, and 5) contract execution by the successor. During the transition, the incumbent must maintain performance, finalize inventories, identify property to remove, establish employee check-out procedures, and facilitate subcontract phase outs. The overall goal is continuity of services with minimal disruption.
GPAllied provides reliability and operations consulting services through expertise in maintenance, reliability engineering, operational excellence, and workforce development. It offers solutions to improve sustained reliable operations, reliable capital delivery, and reliable maintenance execution. Key services include developing business cases for change, implementing performance improvement tools, developing management systems, and providing transformation roadmaps. The goal is to help clients achieve rapid ROI through more reliable systems and a culture of continuous improvement.
The document discusses the phases of developing an in-house cost estimate (IHCE) for the Space Network Ground Segment Sustainment (SGSS) project. It describes four phases: 1) developing a conceptual estimate using parametric models, 2) refining the estimate using a bottoms-up approach, 3) aligning the cost structure based on matured requirements, and 4) performing a risk analysis to assess confidence levels. Key lessons learned include starting early, using a team approach, adapting to changes, and ensuring confidence through multiple iterations.
This document summarizes a presentation on over target baseline (OTB) contracts. It discusses the history and definitions of OTB contracts, the OTB process, and the customer perspective in granting an OTB. Recent studies have found that OTBs do not reliably improve cost performance and formal OTB reprogramming occurs randomly. The customer must carefully assess whether an OTB is warranted by auditing contractor performance and risks, and determining if strategic goals and resources support continuing the contract. Formal OTB processes may provide little tangible benefit and changes are needed for performance to reliably improve.
The document discusses conducting a successful Integrated Baseline Review (IBR). It describes the purpose of an IBR as achieving mutual understanding of the project's performance measurement baseline and identifying and addressing risks early. It outlines important objectives for a successful IBR such as ensuring the technical scope of work and resources are adequate. The document then discusses preparation steps, execution including team composition and roles, and post-IBR activities like documenting a risk response plan and establishing management processes.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
Stork Projects provides relocation services for industrial installations from planning through completion (1). They have expertise in dismantling, transporting, and reassembling complex industrial projects, while meeting strict safety, budget, and schedule requirements (2). For relocation projects, they develop concepts to make difficult tasks possible through multi-disciplinary teamwork and partnership models that leverage specialized expertise (3).
Corey Garrison has over 10 years of experience managing transportation and construction projects for both the Texas Department of Transportation and private contracting companies. He has expertise in all phases of project management from planning and budgeting to execution, inspection, and closeout. Garrison is skilled at building relationships with contractors and coworkers to ensure smooth collaboration and on-time completion of complex projects. He is proficient in Microsoft Office applications and developed customized tools to streamline processes like payroll calculations and project tracking.
This document discusses implementing an in-house earned value management (EVM) solution at NASA's Goddard Space Flight Center (GSFC). It acknowledges support received and outlines topics to be discussed, including what EVM is, why it is important, roles and responsibilities, and NASA's EVM pilots. It summarizes accomplishments from the initial EVM testbed phase at GSFC, such as identifying required hardware, software, and system interfaces to support EVM. The overall goal is to establish a certified EVM system at GSFC by fiscal year 2010.
This document discusses various aspects of project scheduling and risk management for software projects. It covers topics such as defining tasks, critical path analysis, earned value analysis, identifying risks, estimating risk probability and impact, and mitigating risks. The key aspects are determining the schedule using techniques like CPM, tracking progress through earned value analysis, and taking a proactive approach to risk management by identifying, analyzing, and developing plans to address potential risks.
This document describes a Six Sigma project to improve the process of assigning costing sheets to projects. It outlines the current process where project definition forms are submitted without guidelines for selecting the correct costing sheet, sometimes resulting in incorrect assignments. The team developed a costing sheet selection tool in the form of spreadsheets to provide criteria and assist users in choosing the proper costing sheet. This is projected to standardize the process, reduce errors, and cut down on rework from incorrect assignments.
The Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
Gabriel Puerta is a civil engineer with over 20 years of experience in roles such as site engineer, project manager, and senior remedial engineer. He has managed projects involving ground anchors, soil nailing, housing developments, earthquake rehabilitation, post-tensioned slabs, pre-cast elements, bridges, and more. Puerta seeks to boost his technical and managerial skills by taking on new engineering challenges and improving his structural design abilities.
Alaa Y. Abughaidah is a senior architect and project manager with over 25 years of experience in Qatar. He has extensive experience managing large-scale projects for Qatar Petroleum and the Pearl Qatar development. Currently, he is the senior project engineer for the Qatar Petroleum District Project, overseeing construction of 9 office towers, a hotel, and other facilities. Previously, he managed redevelopment projects for Qatar Foundation and retail developments for the Pearl Qatar. Abughaidah has a Master's degree in business administration and a bachelor's degree in architecture from the University of Jordan.
Khalaf Hassanin is an experienced EPC Project Manager seeking a senior role managing infrastructure, industrial, water, waste water and petrochemical projects. He has over 11 years of experience in these fields, including with Technipe Group and EMCO Engineering. Currently working for Saudi Oger in Riyadh, his responsibilities include overall project management, reporting, quality control, and ensuring timely delivery.
This document describes the services provided by Niwot Ridge Consulting, L.L.C. to help clients successfully execute large programs. They offer six core capabilities to increase the probability of program success: 1) Developing an integrated master plan and schedule, 2) Implementing an Earned Value Management System, 3) Integrating programmatic and technical risk management, 4) Connecting business systems, 5) Preparing for DCMA/DCAA validation and surveillance, and 6) Providing proposal management support. The company focuses on performance-based project management to deliver projects on time and on budget through integrated planning, risk management, and earned value measurement.
This document provides a summary of D'Ann Pinkerton's qualifications for a challenging position in program management, project management, or control account management. She has over 21 years of experience in these areas working for the government and holds an MBA and PMP certification. Her experience includes scheduling, planning, cost monitoring, and managing cross-functional project teams in engineering, construction, manufacturing, and other areas. She also has experience leading budget, procurement, and accounting activities and administering staffing plans.
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
NHAI MORT&H as well as MSRDC are executing the National Highway projects on EPC mode. Many emerging companies are also part of the history being created for construction of national highways...........
This slideshare will help them to understand why support from consultants is necessary for such technologically advanced construction of highway projects
Todd Kelly has over 20 years of experience in manufacturing engineering, production management, and machining. He has extensive leadership experience overseeing manufacturing operations and staff of over 20 people. Kelly has worked in industries such as aerospace, helicopter manufacturing, and aircraft component manufacturing. He is skilled in areas such as process improvement, design for manufacturing, and lean manufacturing principles.
Patrick Brophy is an experienced mechanical technician and project engineer seeking a work-pack developer position. He has over 15 years of experience in the oil and gas industry, primarily in offshore maintenance roles. His most recent roles include mechanical coordinator and project engineer, where he was responsible for planning and executing mechanical maintenance scopes. He is proficient in developing work packs, procedures, and managing projects in SAP.
Colin Gallagher has over 17 years of experience in project management, operations, and process improvement in industries such as rail, energy, and manufacturing. He holds certifications in project management, lean six sigma, and technical skills. Gallagher has a proven track record of improving safety, quality, costs and productivity through leadership and process improvement initiatives.
This document discusses various aspects of project management including defining a project, characteristics of projects, project life cycles, and estimating project time and costs. It defines a project as a complex, non-routine effort with established objectives, a defined life span, and cross-organizational participation. Successful project management requires understanding an organization's strategy and culture. Estimating project time and costs involves both top-down and bottom-up approaches.
Infrastructure project and responsibility break downBhim Upadhyaya
This document provides information about an engineering infrastructure development project in Nepal. It discusses the project work breakdown structure and responsibility breakdown. It defines what a project is, outlines the typical project phases and stakeholders. It then discusses tools for work breakdown like the work breakdown structure, Gantt chart, CPM and PERT. Finally, it provides examples of rural infrastructure projects in Nepal and highlights the importance of quality supervision during construction.
La inteligencia artificial es la disciplina que se encarga de construir procesos que al ser ejecutados sobre una arquitectura física producen acciones o resultados que maximizan una medida de rendimiento. La inteligencia artificial puede definirse como el medio por el cual las computadoras, los robots y otros dispositivos realizan tareas que normalmente requieren de la inteligencia humana. Con la inteligencia artificial se pueden crear maquinas o programas capacitados a realizar funciones que requieren inteligencias y en un futuro no muy lejano tal vez veamos aut
Este documento presenta una propuesta para integrar las TIC en la gestión de un centro educativo en la República Dominicana. La propuesta busca capacitar a los maestros en el uso pedagógico de las TIC y dotar al centro con recursos tecnológicos como computadoras, tabletas y acceso a Internet para mejorar el aprendizaje de los estudiantes. La implementación de esta propuesta permitiría aprovechar las ventajas que ofrecen las TIC para motivar a los estudiantes y desarrollar sus habilidades para el siglo
The document discusses conducting a successful Integrated Baseline Review (IBR). It describes the purpose of an IBR as achieving mutual understanding of the project's performance measurement baseline and identifying and addressing risks early. It outlines important objectives for a successful IBR such as ensuring the technical scope of work and resources are adequate. The document then discusses preparation steps, execution including team composition and roles, and post-IBR activities like documenting a risk response plan and establishing management processes.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
Stork Projects provides relocation services for industrial installations from planning through completion (1). They have expertise in dismantling, transporting, and reassembling complex industrial projects, while meeting strict safety, budget, and schedule requirements (2). For relocation projects, they develop concepts to make difficult tasks possible through multi-disciplinary teamwork and partnership models that leverage specialized expertise (3).
Corey Garrison has over 10 years of experience managing transportation and construction projects for both the Texas Department of Transportation and private contracting companies. He has expertise in all phases of project management from planning and budgeting to execution, inspection, and closeout. Garrison is skilled at building relationships with contractors and coworkers to ensure smooth collaboration and on-time completion of complex projects. He is proficient in Microsoft Office applications and developed customized tools to streamline processes like payroll calculations and project tracking.
This document discusses implementing an in-house earned value management (EVM) solution at NASA's Goddard Space Flight Center (GSFC). It acknowledges support received and outlines topics to be discussed, including what EVM is, why it is important, roles and responsibilities, and NASA's EVM pilots. It summarizes accomplishments from the initial EVM testbed phase at GSFC, such as identifying required hardware, software, and system interfaces to support EVM. The overall goal is to establish a certified EVM system at GSFC by fiscal year 2010.
This document discusses various aspects of project scheduling and risk management for software projects. It covers topics such as defining tasks, critical path analysis, earned value analysis, identifying risks, estimating risk probability and impact, and mitigating risks. The key aspects are determining the schedule using techniques like CPM, tracking progress through earned value analysis, and taking a proactive approach to risk management by identifying, analyzing, and developing plans to address potential risks.
This document describes a Six Sigma project to improve the process of assigning costing sheets to projects. It outlines the current process where project definition forms are submitted without guidelines for selecting the correct costing sheet, sometimes resulting in incorrect assignments. The team developed a costing sheet selection tool in the form of spreadsheets to provide criteria and assist users in choosing the proper costing sheet. This is projected to standardize the process, reduce errors, and cut down on rework from incorrect assignments.
The Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
Gabriel Puerta is a civil engineer with over 20 years of experience in roles such as site engineer, project manager, and senior remedial engineer. He has managed projects involving ground anchors, soil nailing, housing developments, earthquake rehabilitation, post-tensioned slabs, pre-cast elements, bridges, and more. Puerta seeks to boost his technical and managerial skills by taking on new engineering challenges and improving his structural design abilities.
Alaa Y. Abughaidah is a senior architect and project manager with over 25 years of experience in Qatar. He has extensive experience managing large-scale projects for Qatar Petroleum and the Pearl Qatar development. Currently, he is the senior project engineer for the Qatar Petroleum District Project, overseeing construction of 9 office towers, a hotel, and other facilities. Previously, he managed redevelopment projects for Qatar Foundation and retail developments for the Pearl Qatar. Abughaidah has a Master's degree in business administration and a bachelor's degree in architecture from the University of Jordan.
Khalaf Hassanin is an experienced EPC Project Manager seeking a senior role managing infrastructure, industrial, water, waste water and petrochemical projects. He has over 11 years of experience in these fields, including with Technipe Group and EMCO Engineering. Currently working for Saudi Oger in Riyadh, his responsibilities include overall project management, reporting, quality control, and ensuring timely delivery.
This document describes the services provided by Niwot Ridge Consulting, L.L.C. to help clients successfully execute large programs. They offer six core capabilities to increase the probability of program success: 1) Developing an integrated master plan and schedule, 2) Implementing an Earned Value Management System, 3) Integrating programmatic and technical risk management, 4) Connecting business systems, 5) Preparing for DCMA/DCAA validation and surveillance, and 6) Providing proposal management support. The company focuses on performance-based project management to deliver projects on time and on budget through integrated planning, risk management, and earned value measurement.
This document provides a summary of D'Ann Pinkerton's qualifications for a challenging position in program management, project management, or control account management. She has over 21 years of experience in these areas working for the government and holds an MBA and PMP certification. Her experience includes scheduling, planning, cost monitoring, and managing cross-functional project teams in engineering, construction, manufacturing, and other areas. She also has experience leading budget, procurement, and accounting activities and administering staffing plans.
This document provides an overview of recent policy developments in NASA's program and project management. It discusses revisions made between 2007 and 2009 to requirements documents regarding space flight, IT, acquisition and risk management. Upcoming changes to NPR 7120.5 are also previewed, including potential revisions to the joint confidence level and baseline policies for establishing cost and schedule commitments. The purpose is to improve performance by increasing accountability, clarity and alignment of planning and budgeting processes.
NHAI MORT&H as well as MSRDC are executing the National Highway projects on EPC mode. Many emerging companies are also part of the history being created for construction of national highways...........
This slideshare will help them to understand why support from consultants is necessary for such technologically advanced construction of highway projects
Todd Kelly has over 20 years of experience in manufacturing engineering, production management, and machining. He has extensive leadership experience overseeing manufacturing operations and staff of over 20 people. Kelly has worked in industries such as aerospace, helicopter manufacturing, and aircraft component manufacturing. He is skilled in areas such as process improvement, design for manufacturing, and lean manufacturing principles.
Patrick Brophy is an experienced mechanical technician and project engineer seeking a work-pack developer position. He has over 15 years of experience in the oil and gas industry, primarily in offshore maintenance roles. His most recent roles include mechanical coordinator and project engineer, where he was responsible for planning and executing mechanical maintenance scopes. He is proficient in developing work packs, procedures, and managing projects in SAP.
Colin Gallagher has over 17 years of experience in project management, operations, and process improvement in industries such as rail, energy, and manufacturing. He holds certifications in project management, lean six sigma, and technical skills. Gallagher has a proven track record of improving safety, quality, costs and productivity through leadership and process improvement initiatives.
This document discusses various aspects of project management including defining a project, characteristics of projects, project life cycles, and estimating project time and costs. It defines a project as a complex, non-routine effort with established objectives, a defined life span, and cross-organizational participation. Successful project management requires understanding an organization's strategy and culture. Estimating project time and costs involves both top-down and bottom-up approaches.
Infrastructure project and responsibility break downBhim Upadhyaya
This document provides information about an engineering infrastructure development project in Nepal. It discusses the project work breakdown structure and responsibility breakdown. It defines what a project is, outlines the typical project phases and stakeholders. It then discusses tools for work breakdown like the work breakdown structure, Gantt chart, CPM and PERT. Finally, it provides examples of rural infrastructure projects in Nepal and highlights the importance of quality supervision during construction.
La inteligencia artificial es la disciplina que se encarga de construir procesos que al ser ejecutados sobre una arquitectura física producen acciones o resultados que maximizan una medida de rendimiento. La inteligencia artificial puede definirse como el medio por el cual las computadoras, los robots y otros dispositivos realizan tareas que normalmente requieren de la inteligencia humana. Con la inteligencia artificial se pueden crear maquinas o programas capacitados a realizar funciones que requieren inteligencias y en un futuro no muy lejano tal vez veamos aut
Este documento presenta una propuesta para integrar las TIC en la gestión de un centro educativo en la República Dominicana. La propuesta busca capacitar a los maestros en el uso pedagógico de las TIC y dotar al centro con recursos tecnológicos como computadoras, tabletas y acceso a Internet para mejorar el aprendizaje de los estudiantes. La implementación de esta propuesta permitiría aprovechar las ventajas que ofrecen las TIC para motivar a los estudiantes y desarrollar sus habilidades para el siglo
El documento trata sobre cuatro temas relacionados con la tecnología y la educación. El primer tema discute el rol de la tecnología en la educación y su historia. El segundo tema cubre la importancia de los medios de comunicación como herramientas educativas. El tercer tema explora el papel de la informática en la educación a través de herramientas como el software educativo. Finalmente, el cuarto tema analiza el uso de Internet en la educación y cómo ha revolucionado la comunicación y el acceso a la información.
El documento define el benchmarking como un proceso sistemático y continuo de evaluación de productos, servicios y procesos de trabajo de otras organizaciones reconocidas para identificar y aplicar las mejores prácticas y así mejorar la propia organización. Explica que consiste en comparar la organización frente a su competidor más duro o frente al líder en un área determinada, con el fin de medir y plasmar las mejores prácticas identificadas.
188ab9 plan de area de etica y valoresMONIK BOTIVA
Este documento presenta el plan de área de Ética y Valores para la Institución Educativa Colegio Municipal Gremios Unidos para el año 2013. Incluye la justificación, estructura conceptual, objetivos generales del área, contenidos por nivel educativo (preescolar, primer y segundo grado), y referentes teóricos. El plan busca formar a los estudiantes en valores como el respeto, la tolerancia y la solidaridad a través de estrategias y actividades que permitan la reflexión y transformación de la comunidad educativa.
Este documento presenta un diario de doble entrada sobre una lectura relacionada con la integración de tecnologías en la educación. La lectura enfatiza la importancia de comprometerse con la educación del futuro y desarrollar planes para mejorar el éxito escolar mediante el uso de tecnologías y fomentando la creatividad. El diario analiza los temas más impactantes de la lectura y cómo ésta puede contribuir a la vida profesional del autor al elevar su interés y compromiso con la educación.
Angelica disfruta decorando objetos como cuadros, espejos y creando collares como pasatiempo. Ella encuentra formas creativas de decorar usando materiales de reciclaje como botones, botellas de plástico y CDs para quitarle lo aburrido a los objetos y muebles de su casa. Angelica se inspira en tutoriales y su propia imaginación para sus manualidades.
Clinton Cornell Dawson-Alston has over 15 years of experience in customer service, administrative support, creative design, and various labor jobs. He has strong communication, multi-tasking, and problem-solving skills. His most recent roles include customer service representative for Delightful Treetz Pastries, where he handles delivery, advertising, and sanitation. He also has experience in cleaning, packing, moving, landscaping, and custom product design. His education includes a career readiness program through YWCA. He provides references from his work in housing authority, child support services, and a music group.
El documento define el benchmarking como un proceso sistemático y continuo de evaluación de productos, servicios y procesos de trabajo de otras organizaciones reconocidas para identificar y aplicar las mejores prácticas y así mejorar la propia organización. Explica que consiste en comparar la organización frente a su competidor más duro o frente al líder en un área determinada, con el fin de medir y plasmar las mejores prácticas identificadas.
El documento presenta tres desigualdades con valor absoluto. La primera involucra una desigualdad lineal que resulta en el intervalo (-∞, 4/3] u [2, ∞). La segunda es una desigualdad racional que da como resultado el intervalo [-25,45]. La tercera, otra desigualdad lineal, se resuelve en la unión de intervalos (-∞, -2] u [-1,2] u [3, ∞).
Este documento resume una lectura sobre la importancia de comprometerse con la educación del futuro y utilizar las tecnologías para mejorar el éxito escolar. Propone desarrollar un plan que integre la diversidad, nuevas metodologías y medios como el cine para motivar a los estudiantes. También resalta la participación de la familia y formar personas competentes y equilibradas.
Este documento presenta varios puntos clave sobre la importancia de centrarse en el cliente. En primer lugar, destaca que los "momentos de la verdad" son cuando un cliente interactúa con una empresa y que estos momentos deben manejarse bien. También enfatiza que el cliente debe ser lo más importante para una empresa, pero que a menudo en México se les hace sentir como empleados, limosneros, delincuentes u hombres invisibles. Por último, ofrece consejos sobre cómo satisfacer mejor a los clientes a través de un servicio rápido, confiable y cent
Este documento presenta una actividad didáctica sobre las sílabas "ar", "er", "ir", "or" y "ur". Los estudiantes deben identificar estas sílabas en dibujos y palabras, completar palabras con las sílabas correctas, y formar oraciones con palabras que corresponden a dibujos.
The document discusses dry utility coordination services provided by Lynee Russell. The purpose is to foresee how utilities may impact construction projects and act as a liaison between designers, contractors, and utility companies. The coordination process involves initial research, submitting plans to utilities, negotiating designs and easements, assisting with payments and approvals, and providing construction assistance. Coordination is billed at $110 per hour and has benefits like improved efficiency, completing work before construction starts, and producing high quality, inclusive plans to avoid issues.
Andrew Atkinson has over 15 years of experience managing complex IT programs for investment banks. Most recently, he served as Project Manager at Deutsche Bank where he led the integration of two Summit systems and redesigned their trade processing middleware. Prior to this, he spent three years as Programme Manager consolidating eight Summit systems across five countries on time and under budget. He has a proven track record of successful program delivery and a strong background in stakeholder management, budgeting, team leadership, and governance.
Business project management is a crucial task to perform as it is termed as the decisive factor of a project with distinctive apprehensions of benefits and loss.
(1) The document discusses how operational readiness is often underestimated during project development, leading to issues during commissioning and start-up that cost owners millions. (2) It advocates for establishing an operational readiness team early in projects to provide input on design decisions and ensure deliverables like manuals and training are on track. (3) Jacobs Consultancy offers operational readiness assurance services to help owners implement best practices through all project phases to smooth the transition to operations.
Kate Milne has over 15 years of experience managing facilities and IT projects for large organizations. Her most recent role was as a Project Manager for Nationwide Building Society where she led the implementation of Windows 7 and Office 2010 across 13k+ devices. She delivered this successfully on time while ensuring all user requirements were met. Previously she was the Corporate Facilities Manager for Wiltshire Council where she delivered several major projects including the £22 million Bourne Hill office building and the renovation of the County Hall. She has a proven track record of delivering complex projects on schedule and within budget while managing stakeholder needs.
Teri Cadem is a senior project manager with over 8 years of experience successfully leading diverse technology projects. She has a background in computer science, accounting, and is a PMP certified project manager. Cadem has experience managing multi-million dollar projects to drive business goals and competitive advantages. She is an excellent communicator who can effectively engage with clients and project teams. Representative projects include managing the implementation of a wireless infrastructure and replacing core network switches.
The document provides a summary of Sai Boonwaat's experience as a Prince2 Programme Manager with experience managing projects in finance, banking, manufacturing, and healthcare. Some of Sai's achievements include turning around a failed hospital IT project that was delivered on time and budget, and training 700 nurses in 18 days on a new IT system. The document then outlines Sai's roles and responsibilities on several projects for organizations like Fujitsu, Lloyds Banking Group, and the Home Office.
Raghvendra Singh Sikarwar is seeking a position in the telecom industry utilizing his skills and experience. He has over 10 years of experience working in roles such as Executive Director, Deputy Manager, Account Manager, and Project Manager for companies including H.S. Engineering Enterprises, BS Transcom Limited, Teleysia, and GTL Limited. He has managed projects worth over 27 crores involving tasks like revenue monitoring, budgeting, vendor coordination, and project execution. Raghvendra holds a B.Sc. in computer science and is proficient in technologies from Nokia, Ericsson, Huawei and site integration/testing.
Ritu Achal Kumar Jhatta is a Project Manager with over 9 years of experience in IT Service Management, ITIL process consulting, and project management. She has expertise in implementing ITIL processes like major incident management, problem management, change management, release management, and SLA management. Her experience includes roles at WebEngage, Visionaire FZE, Computer Science Corporation, EfrontData India, and Directi Internet Solutions. She is certified in PMP, CCNA, and ITIL v3 and holds an MBA and B.Com degree.
Evette Currie is an experienced Project & Programme Manager with over 20 years' experience successfully managing multiple complex projects across various sectors. She has excellent communication, analytical and problem-solving skills and has managed large-scale business change programmes and IT-led transformations. Her experience includes full project lifecycles, budget and resource management, and delivering solutions while meeting business needs.
This document provides a summary of the applicant's professional experience in infrastructure services including storage and backups. The applicant has over 15 years of experience working with various storage technologies such as Hitachi, EMC, and NetApp arrays. Some of the projects summarized include disaster recovery, backup performance improvement, operating system upgrades, and automation of media recall processes. The applicant aims to ensure high availability, meet SLAs, and minimize downtime through their work.
Rajkumar Jaganathan is a senior construction engineer with over 12 years of experience in project management in GCC countries. He has skills in various aspects of project management including project integration, HSE management, scope management, time and cost management, quality management, and risk management. He holds qualifications in mechanical engineering, safety certifications, and project management software. He has experience managing a variety of oil, gas and petrochemical construction projects with budgets over $1 billion. His responsibilities include planning, executing, monitoring and controlling projects to deliver on time and on budget while ensuring safety and quality standards.
This individual has over 25 years of experience as a project engineer and manager in various industries including aerospace, engineering, and manufacturing. They have a proven track record of delivering projects on time and under budget through effective planning, budgeting, scheduling and team leadership. Key skills include process engineering, project management, mechanical engineering, and the use of tools like Six Sigma, Lean, and SAP to drive process improvements and cost savings.
This document provides an overview of project management concepts and techniques. It defines a project, outlines the typical project management life cycle of initiation, planning, execution, control, and closing, and describes key steps like defining scope, technical design, financing, contracting, and implementation. It also explains common project planning and scheduling tools like Gantt charts, the Critical Path Method (CPM), and Program Evaluation and Review Technique (PERT) that are used to monitor progress and costs against budgets.
1-7Projectmanagement-120312002842-Phpapp01Amy Roman
The document discusses the key steps and elements of project management: definition and scope, technical design, financing, contracting, implementation, and performance monitoring. It outlines the project management life cycle including need identification, initiation, planning, executing, controlling, and closing out. It provides details on each step, such as defining the project, developing a technical design, creating a project plan, executing the plan, monitoring performance, and closing out the project.
This case study describes a project to set up a new offshore service desk to support an existing onshore service desk. PRINCE2 project management methodology was used. Key benefits of using PRINCE2 included: 1) Ensuring continued business justification and focus on the original project objective to expand capacity, 2) Managing the large project in stages to make it more manageable, and 3) Learning from past experiences to avoid common pitfalls and ensure project success. The new offshore service desk was successfully set up on time and within budget to increase overall service desk capacity.
An oil and gas company wanted to establish an effective disaster recovery (DR) plan to protect its data and ensure business continuity. Technologent helped by designing a secondary DR site and developing the necessary documentation and processes. This included inventorying the company's IT assets, architecting the DR infrastructure, identifying critical applications, writing runbooks outlining failover procedures, and conducting tests of the DR plan. Technologent also trained the company's staff to enable them to independently execute and maintain the DR program. The end result was a comprehensive DR solution that assured business continuity in the event of a disaster.
The document contains the resume of D. Balakrishna. It summarizes his professional experience of over 22 years in project management roles. Currently he is a Group Leader at FL Smidth Private Limited in Chennai, India, where he is responsible for overseeing multiple projects and a team of five members. He has extensive experience managing various types of industrial projects in India and abroad, with a focus on minerals processing plants. His skills include project planning, budgeting, risk management, and ensuring successful commissioning of projects on time and on budget.
Veena Sampath Kumar has over 7 years of experience as a Service Delivery/Availability Manager at IBM India Pvt. Ltd. She currently manages services for commercial accounts, overseeing 50+ applications and infrastructure. Her responsibilities include ensuring service level agreements are met, managing projects, and acting as the primary point of contact between IBM teams, customers, and third party suppliers. She has received several awards for her performance in roles such as Incident Manager, Supplier Relationship Manager, and Service Delivery Manager.
Similar to 2016 Region DC Manager Responsibilities (20)
1. Responsibilitiesof RegionDCMaintenance Manager thatsupportsSupplyChainsDC’s
G.Hayes 07/01.2015 Page 1
Daily Responsibilities of a Region DC Maintenance Manager
RegionDCMaintenance Manager is responsible forthe managementof services andprocessesthat
supportthe DC’s. The regionmanagerensure thatan DC’s hasthe mostsuitable workingenvironment
for itsassociates/membersandtheiractivities toprovide anefficientandsafe workingenvironment by
usingbestbusinesspracticestomanage resources,servicesandprocesses tomeetthe needsof the
operation.
Support
As a DC Maintenance ManagerI ensure the workload/projectsare completedontime andwithin
budget,thatthe workload/project'sobjectivesare metandthat everyone elseisdoingtheirjob
properly.Projectsare usuallyseparatetousual day-to-daybusinessactivitiesandrequire agroup of
people toworktogethertoachieve aset of specificobjectives.DC Maintenance Manageroversees the
workload/projectsinthe DC’stoensure the desiredresultsare achievedand the mostefficient
resourcesare usedand the differentinterestsinvolvedare satisfied.
Contracts/Agreements
DC Maintenance Managernegotiates contracts/agreementswithclientsandvendorswho performwork
inthe DC’s.These contractscan range fromgeneral repairs,toroofing,parkinglotstoHVACetc..Before
agreeingtocontract servicesfroma vendoraDC Maintenance Managerwill obtainbidsforthe service
fromdifferentproviders tomake sure the DC is receivingthe maximumbenefitforthe moneythatis
beingspent.Once aprice is agreedupon DC Maintenance Manageris responsiblefordraftingand
reviewinganynecessarycontracts/agreementsaswell aspreparingdocumentationorpresentationson
the work beingdone forthatDC. Once work hascommenceditisour responsibility tomake sure that
the work iscompletedontime andaccordingto the contractedagreement.
Operational Costs
Anotherlarge partof the DC Maintenance Managerresponsibilityis tomanage operationalcosts.
PuttingbidstogetherandwritingCPR’sandEPR’salong PowerPointDeck forthe Capcom Committee for
the reviewprocess. Indoingsoit isnecessary tosearchout waysto cut costs while adequately
maintainingthe businesspremises. AsaDC Maintenance ManagerI have to workwithinthe budgetfor
all expendituresfromourdepartmentandworkthroughoutthe yearto maintaincostwithinthe
budgetedamountwhilemakingadjustmentsonanemergencybasisensuringthateveryexpenditure
workstowardscreatinga more efficientworkenvironmentinthe DC.
2. Responsibilitiesof RegionDCMaintenance Manager thatsupportsSupplyChainsDC’s
G.Hayes 07/01.2015 Page 2
RegionDC Maintenance Manager is involvedin both strategicplanning and day-to-dayoperations,
particularly in relationto buildingsand premises.Areasof responsibilitybelow:
Essential Functions:
Preparingdocumentstoputout tendersforcontractors;
DC Maintenance Managerdevelopsandmonitorsbudgetallocations,expenditures,fund
balancesandrelatedfinancial activitiesforthe purpose of ensuringthatallocationsare
accurate,revenuesare recorded,expensesare withinbudgetlimitsand/orfiscal practicesare
followed.
WorkingwithRiskManagement Teamon assetlosses whenincidentsarise ata DC.
Respondingappropriatelytoemergenciesorurgentissuesastheyarise anddealingwiththe
consequences
Oversee approvedDCrelocationsanddetermine capital/expense budgetforrelocations.
Prioritize andcompleteapprovedexpenseprojects;Complete approvedexpense projectsinthe
D/I network.Thiswill include analyzingeachrequesttodetermine correctapproach.Itwill also
include obtainingquotes,submittingall neededpaperworkforapproval andfollowingupto
insure workiscompletedtostandards.
Complete approvedcapital projects;thisincludesanalyzingeachrequesttodetermine correct
approach.It alsoincludesobtainingquotes,submittingall neededpaperworkforapproval and
followinguptoinsure workiscompletedtostandards.
DeliveraWOW Experience forourassociatesandourBusinessUnits;complete milestonesfor
the projectsinprogressby targetdates.Complete Preventative Maintenance workforproject
requestsina timelymanner.
Investigatingavailabilityandsuitabilityof optionsfornew properties withreal estate team
whenthe lease cannotbe renewedorthe locationneedstobe relocatedforotherreasons.
Planningforfuture technology anddevelopmentinlinewithstrategicbusinessobjectives;
Managing andleadingchange toensure minimumdisruptiontocore activities;
Ensuringthe buildingmeetshealthandsafetyrequirementsandthatfacilitiescomplywith
legislation;
Prioritize service requestsatthe DCor BusinessUnit;establishandoverseedaily workand
schedulesof vendorsorcontractors.Follow uponassignedworkorders, special projectsand
Preventative Maintenance toensure efficientandthoroughcompletion.
Planningbestallocationandutilizationof space andresourcesfornew locations,orre-
organizingcurrentpremises.
Checkingthatagreedworkby staff or contractorshas beencompletedsatisfactorilyand
followinguponany deficiencies.
Procurementandcontract management; follow the guidelinesof the agreementssetby
procurementteamannually, ( new guidelines,venderseach year)
Utilitiesandcommunicationsinfrastructure; workwithenergymanagementgroupasneeded.
Developandimplementafacilitymanagementprogramincludingpreventative maintenance
and life-cycle requirements
3. Responsibilitiesof RegionDCMaintenance Manager thatsupportsSupplyChainsDC’s
G.Hayes 07/01.2015 Page 3
Site visits/audits;DC Maintenance Managerconductsanddocumentsregularfacilities
inspections of the DC’s.
Continue toallocate andmanage facilityspace formaximumefficiency.
DC Maintenance Mangerinspectsall aspectsof new construction,repairwork,projects,
equipment,workorders,dailymaintenance andsuppliesforthe purpose of ensuringthatjobs
are completedefficiently,specificationsare withinregulatoryrequirementsandinspection
reportsand paymentrequestsare correct.
Oversee facilityrefurbishmentandrenovations.
Implementbestpractice processestoincrease efficiency.
Calculate andcompare costs forgoodsand servicestomaximize cost-effectiveness.
Coordinate andmonitoractivitiesof contractsuppliers.
Manage contractor and vendorrelationships.
Manage and reviewservice contractstoensure facilitymanagementneedsare beingmet.
Ensure deliveryschedules,quantityandqualitycriteriaare met withmaterialsof the job..
Manage and MaintainNational HVACcontractsandcontrol expense;communicate asrequired
withGeneral Managersto keepthemupto date repairs,maintainunitandvendorchangesto
keepthe HVACcontract responsibilityuptodate and review andmonitorHVACquotesto
maintainthe lowestpossibleexpense onrepairs.
Oversee the completionof SHCLogisticsDC buildingmaintenancestandardsandcondition
reportingsurveysforthe Regions.
Maintaincurrentspreadsheetwiththe latestinformationforDC’s responsibilities versus
landlordresponsibilities.
SupportWMS conversionforHighJumpinthe DC network. Review buildingdrawings, and
supportall departmentsonthe conversion. Presently,we review detaileddrawingsonall (106)
DC's.
Reduce repaircostof DC clamptrucks; analyze workorderrepairhistorytoinclude current
trendsand presentoptionstoreduce cost.Mustcontinue touse the CrownFleetstatsreports
to reduce unnecessarycost.(operatorerrorreduction)
DC relocationof buildings; toclose the existing unitandtorelocate itto a new location.This
doesentail shuttingdownthe existingoperationandstartingitupa new location.
To holdLandlordmanagementcompaniesresponsible forrepairsperthe lease whichwillthan
reduce operatingexpensesonthe DC’
Expense ProjectsforRestroomRenovation - (Remodel/upgradeexistingbathrooms)
Significantlyimprove operatingconditionsof the liftTrucks/ClampTrucksthroughoutDC
operation. Programhasbeenset-upthatCrownmustcomplete (2) PMs onall Lift trucks/Clamp
Trucks throughoutthe operation.
Roofs/ParkingLot auditof DC’s- a sharedfile hasbeencreated onroof /parkinglotauditsthat
are pertinenttothe surveyperformed. Thisfile showsthe overall conditionobserved
anticipatedcost,rating,andsq.footage etc.
4. Responsibilitiesof RegionDCMaintenance Manager thatsupportsSupplyChainsDC’s
G.Hayes 07/01.2015 Page 4
Improve conditionof the DC roofsand parkinglots;analyze roof audits/parkinglotauditsand
prioritize repairs,meetwithvendoran issue repairpurchase ordersoncompanyownedand
responsible roofsasbudgetallows.
Manage oversee co-ordinationof national service contractsforsprinkler/ firesystems;work
withthe DC operationstomake sure all approvedrepairsare completedinatimelymanner.
Utilize reportsandvisitstocomplete neededrepairsandproactive repairsof equipment.
Reduce or eliminate possible issuesfoundduringFire Marshal inspections.
Assessesincidents,complaints,etc.(e.g.building, equipment, utilityproblems,etc.) forthe
purpose of resolvingorrecommendingaresolutiontothe situation.
DC Maintenance Managerpreparesa wide varietyof writtenmaterials(e.g.correspondence,
memos,reports,policy/procedures,budget,etc.) forthe purpose of documentingactivities,
providingwrittenreference,and/orconveyinginformation.
Respondstoemergencysituationsduringandafterstandardhoursforthe purpose of resolving
immediate operationorsafetyconcerns.
DC Maintenance Manageris responsible forregulatingheating,ventilatingandairconditioning
systemstoprovide temperaturesappropriatetothe seasonandto ensure economical usage of
fuel,water,andelectricitytothe DC.
Responsible forpreparingandmaintaining aninventoryof all rollingequipment,batteriesand
chargersin the (106) DC’s.Conductperiodiccheckstoassistinarrangingreplenishment,as
necessary.
DC Maintenance Managerdoesworkcloselywithreal estate grouponlease agreementsandTI
formsbefore renewingleases.
Maintainspreadsheetonthe latestinformationforDC’sonbuildingresponsibilitiesversus
Landlord responsibilities.
Work and supportthe LP Departmenttoengage associates/managerswhoembrace change and
technologywithsafety. Sotheyhave agood base understandingof the SupplyChaintoidentify
risks,gapsand opportunitiesthatare negatively affectingthe profitmarginandmake
recommendationstoclose those areas.
DC Maintenance Managerconducts studiestoforecastandevaluate operationsand
maintenance needs, equipmentreplacementrequirements, costeffectivenessof programs,
equipment,and procedures.
Directscoordinationof facilityoperations (DC’S) withplanninganddesignactivitiesof major
capital projects,includingdevelopmentof new locations,majorrenovations,special repairs,and
associatedprojects.
DC Maintenance Managerparticipatesindevelopingstandardsformaintenanceandtesting of
equipmentandmachinery, directsprogramdevelopmentandtrainingof associates/marketing
managers ininspections,recordsmanagement,safetyprograms,andrequiredreportingand
documentation.