Accentuate (North-East) Limited is a VET consultancy organization located in the rural northeast of England near the Scottish border. It will use its experience from previous wind energy projects to lead Work Package 2 in the VET-Wind project, focusing on content and competence for wind technician training. Ian Fisher, the principal wind consultant, has 5 years experience developing wind training programs, while Stewart Deas has extensive experience designing Leonardo da Vinci projects and VET courses. They will be supported by business manager Rick McCordall.
This document provides a summary of Django template filters, tags, and formatting options as well as Django model, form, and field options. It includes sections on template filters, tags, escaping, numbers, lists, dates/times, formatting, and more. It also summarizes common model field types, relational fields, meta options, form fields, and field options in Django.
Executive Overview of Managing Agile Programs with Earned ValueGlen Alleman
Integrating Agile software development and Earned Value Management can be straightforward when there is a clear line between the Performance Measurement Baseline (PMB) and the sprints and tasks of the Agile process. Both measure progress as physical percent complete, with Agile producing working products at the end of each iteration to gain feedback. Connecting the two involves measuring Agile's definition of "value" in terms of Earned Value's definition of value earned for each release. This provides credible estimates of cost and schedule to help manage large, complex programs.
Earned Value Management involves more that just cost and schedule. Six Business Systems, including EVM, are the basis of credible program performance management.
Here's a suggestion of how to "connect the dots."
The document provides an introduction to earned value management systems (EVMS). It explains that EVMS can answer important project questions like how much budget should have been spent and how much value has been earned. It then defines key EVMS terms like budgeted cost of work scheduled, budgeted cost of work performed, and actual cost of work performed. The document uses a cookie baking example to demonstrate how to calculate earned value metrics like cost and schedule variance. It also shows how EVMS can be used to forecast project completion costs and schedule. Finally, it discusses frameworks for implementing EVMS on projects in an agile manner.
This document discusses NASA's Earned Value Management (EVM) capability project. It outlines the overarching EVM requirements for NASA, including compliance with ANSI/EIA-748 guidelines. It describes NASA's development of a common EVM process and its testing on two pilot projects. The rollout plan and available EVM resources are also summarized. Maintaining the integrity of the EVM process through surveillance is highlighted as a key ongoing activity.
Learning Earned Value Management using Lego BricksYoussef Mourra
The document provides an overview of using Lego bricks to demonstrate earned value management (EVM) concepts. It begins with introducing EVM as an industry standard method for integrating scope, schedule, and resources to objectively measure project performance and forecast outcomes. It then walks through building a Lego wall as an example project and calculates key EVM metrics like planned value, earned value, schedule and cost variances, and performance indices at different points to illustrate how EVM can predict progress and issues. Potential shortcomings of EVM are also briefly discussed.
Earned value management in action - A Webinar by Vivek Prakash, pmwares Vivek Prakash
The document discusses Earned Value Management (EVM), which is a project management technique for measuring project performance and progress. It defines key EVM terms like Planned Value, Earned Value, Actual Cost, Budget at Completion, and formulas for calculating variables like Schedule Variance, Cost Variance, Schedule Performance Index, and Cost Performance Index. Examples are provided to illustrate how EVM can be used to track project status and estimate completion costs based on past performance. Effective use of EVM requires discipline in planning, tracking progress periodically, measuring variances, reporting on status, and developing action plans as needed.
Accentuate (North-East) Limited is a VET consultancy organization located in the rural northeast of England near the Scottish border. It will use its experience from previous wind energy projects to lead Work Package 2 in the VET-Wind project, focusing on content and competence for wind technician training. Ian Fisher, the principal wind consultant, has 5 years experience developing wind training programs, while Stewart Deas has extensive experience designing Leonardo da Vinci projects and VET courses. They will be supported by business manager Rick McCordall.
This document provides a summary of Django template filters, tags, and formatting options as well as Django model, form, and field options. It includes sections on template filters, tags, escaping, numbers, lists, dates/times, formatting, and more. It also summarizes common model field types, relational fields, meta options, form fields, and field options in Django.
Executive Overview of Managing Agile Programs with Earned ValueGlen Alleman
Integrating Agile software development and Earned Value Management can be straightforward when there is a clear line between the Performance Measurement Baseline (PMB) and the sprints and tasks of the Agile process. Both measure progress as physical percent complete, with Agile producing working products at the end of each iteration to gain feedback. Connecting the two involves measuring Agile's definition of "value" in terms of Earned Value's definition of value earned for each release. This provides credible estimates of cost and schedule to help manage large, complex programs.
Earned Value Management involves more that just cost and schedule. Six Business Systems, including EVM, are the basis of credible program performance management.
Here's a suggestion of how to "connect the dots."
The document provides an introduction to earned value management systems (EVMS). It explains that EVMS can answer important project questions like how much budget should have been spent and how much value has been earned. It then defines key EVMS terms like budgeted cost of work scheduled, budgeted cost of work performed, and actual cost of work performed. The document uses a cookie baking example to demonstrate how to calculate earned value metrics like cost and schedule variance. It also shows how EVMS can be used to forecast project completion costs and schedule. Finally, it discusses frameworks for implementing EVMS on projects in an agile manner.
This document discusses NASA's Earned Value Management (EVM) capability project. It outlines the overarching EVM requirements for NASA, including compliance with ANSI/EIA-748 guidelines. It describes NASA's development of a common EVM process and its testing on two pilot projects. The rollout plan and available EVM resources are also summarized. Maintaining the integrity of the EVM process through surveillance is highlighted as a key ongoing activity.
Learning Earned Value Management using Lego BricksYoussef Mourra
The document provides an overview of using Lego bricks to demonstrate earned value management (EVM) concepts. It begins with introducing EVM as an industry standard method for integrating scope, schedule, and resources to objectively measure project performance and forecast outcomes. It then walks through building a Lego wall as an example project and calculates key EVM metrics like planned value, earned value, schedule and cost variances, and performance indices at different points to illustrate how EVM can predict progress and issues. Potential shortcomings of EVM are also briefly discussed.
Earned value management in action - A Webinar by Vivek Prakash, pmwares Vivek Prakash
The document discusses Earned Value Management (EVM), which is a project management technique for measuring project performance and progress. It defines key EVM terms like Planned Value, Earned Value, Actual Cost, Budget at Completion, and formulas for calculating variables like Schedule Variance, Cost Variance, Schedule Performance Index, and Cost Performance Index. Examples are provided to illustrate how EVM can be used to track project status and estimate completion costs based on past performance. Effective use of EVM requires discipline in planning, tracking progress periodically, measuring variances, reporting on status, and developing action plans as needed.
This document provides an overview of earned value management (EVM) concepts through a slide presentation. It introduces key EVM terms like planned value, actual cost, and earned value. It then explains how to calculate variances like cost variance and schedule variance to determine if a project is on budget and on time. Finally, it defines performance indicators like CPI and SPI to analyze project performance.
This presentation is from the free online course, which i delivered in February 2013.
*If you downloaded before the 8th August, please download again the correct file* -Feel free to download and share. -Denise
Personally designed (content + graphics design), officially accredited Earned Value Management Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Earned value management is a project management technique for measuring project performance and progress. It has the ability to combine measurements of the project management triangle:
Scope
Schedule, and
Costs
In a single integrated system, Earned Value Management is able to provide accurate forecasts of project performance problems, which is an important contribution for project management.
Early EVM research showed that the areas of planning and control are significantly impacted by its use; and similarly, using the methodology improves both scope definition as well as the analysis of overall project performance. More recent research studies have shown that the principles of EVM are positive predictors of project success.[1] Popularity of EVM has grown in recent years beyond government contracting, in which sector its importance continues to rise[2] (e.g., recent new DFARS rules[3]), in part because EVM can also surface in and help substantiate contract disputes.[4]
Essential features of any EVM implementation include
a project plan that identifies work to be accomplished,
a valuation of planned work, called Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS), and
pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called Earned Value (EV) or Budgeted Cost of Work Performed (BCWP).
EVM implementations for large or complex projects include many more features, such as indicators and forecasts of cost performance (over budget or under budget) and schedule performance (behind schedule or ahead of schedule). However, the most basic requirement of an EVM system is that it quantifies progress using PV and EV
Introduction
Overview of Key Performance Indicators ( KPI )
What Is The Earned Value Management ?
Why Project Managers Use EVM ?
Earned Value Management Terms and Formulas
Planned value (PV)
Earned value (EV)
Actual cost (AC)
Variance
Schedule Variance ( SV )
Cost Variance ( CV )
Performance Index
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
Example ( Case Study )
Project Forecasting
Budget at Completion (BAC)
Estimate at Completion (EAC)
Estimate to Complete (ETC).
Variance at Completion (VAC)
To Complete Performance Index (TCPI)
This webinar was presented by Stephen Jones, Chair of the APM Planning, Monitoring and Control SIG and Simon Taylor, Vice-Chair of the same SIG on Thursday 11th December 2014.
Earned value management is a project control process based on a structured approach to planning, cost collection and performance measurement.
Earned value helps us manage a project by:
providing data to enable objective measurement of project status;
providing a basis for estimating final cost;
predicting when the project will be complete;
supporting the effective management of resources;
providing a means of managing and controlling change.
Earned value provides information which enables effective decision making by knowing:
what has been achieved of the plan;
what it has cost to achieve the planned work;
if the work achieved is costing more or less than was planned;
if the project is ahead of or behind the planned schedule.
Good planning leads to good project execution and good management information.
Earned value management with Examples | Control Cost | PMBOK | PMPJustAcademy
Earned Value Management topic from Control Cost – Cost Management
What is Earned Value Management
Explained EVM with examples
Cost Variances (CV )
Cost Performance Index(CPI)
Schedule Variances(SV)
Schedule Performance Index(SPI)
Cost Overrun and Project Slip
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Hyderbad,
PMP Training in Chennai,PMP Training in Canada
A gentle introduction to earned value management systems (neutral)Glen Alleman
Earned value management systems (EVMS) provide a framework for project managers to track schedule and budget performance. Key elements of EVMS include defining the scope of work, establishing a time-phased budget baseline, and periodically calculating metrics like cost and schedule variance to forecast project outcomes. While full ANSI/EIA-748 compliance requires addressing 32 criteria, a simpler approach focuses on 10 criteria like identifying tasks, establishing budgets and schedules, and recording costs to generate regular performance metrics. EVMS gives project managers visibility into whether work is on track and whether budgets need adjustment.
This document provides an overview of earned value management (EVM) with the following key points:
1. EVM is a project control process that facilitates integrating project scope, time, and cost objectives by comparing the planned value, actual cost, and earned value.
2. EVM improves project predictability, provides early warnings of problems, and objectively assesses value delivered versus costs through structured planning and performance measurement.
3. EVM uses variances, performance indices, and forecasting to monitor project performance and status in terms of schedule, budget, and estimates to completion. Positive variances and indices above 1 indicate favorable performance while negative or below 1 need corrective action.
Earning Value from Earned Value ManagementGlen Alleman
This document discusses how to create value from earned value management (EVM) using both bottom-up and top-down approaches. It emphasizes that EVM metrics like SPI and CPI do not capture the underlying statistical nature of projects, and that modeling this requires stochastic modeling and Monte Carlo simulation. It also stresses that creating value from EVM requires relating budgets to work, measuring progress objectively, and relating cost, schedule, and technical performance.
Top 10 applications engineer interview questions and answerslinejonh
This document provides information and advice about common interview questions for applications engineer positions. It lists 10 typical interview questions, such as "Why do you want this job?", "What challenges are you looking for?", and "What do you know about our company?". For each question, it provides a detailed answer highlighting what the interviewer wants to learn and tips on how to effectively respond. The document also includes additional useful resources for interview preparation.
Project Controls Expo 09/10 Nov London 2011 - Project Controls in Counter‐Imp...Project Controls Expo
Index
Introduction to BMT.
Our Work in C‐IED.
Challenges in Managing C‐IED Projects.
Tailored Approach to Project Control.
Benefits to the Client and their Equipment Suppliers.
Questions.
Project Controls Expo 13th Nov 2013 - "Integrating Risk and Earned Value Mana...Project Controls Expo
o The Background
o Risk Management – A summary
o Earned Value Management – A summary
o Overall EVM Process
o Integra9ng the two disciplines
o Reasons for NOT implemen9ng EVM and the counter argument
o PMB and Beyond
o Hints and Tips
o Summary
Safran shows how, in collaboration with SAP, all stakeholders in the design and delivery of Capital Projects can be successfully aligned behind a single strategy and governance process.
Project Controls Expo - 31st Oct 2012 - Calcula&ng and Defending Cost Con&nge...Project Controls Expo
CONTENT
Context
Calculating and justiying cost contingency during bid development
o Why Bother with Cost Risk Modelling
o Bad and good cost risk modelling practice
o MuIti pass approach to risk modelling
o Improving Risk Inputs
n Risk descriptions
n Risk esImates
n Risk ownership
The BIRD Foundation stimulates and supports joint industrial R&D projects between US and Israeli companies that are of mutual benefit to both countries. It was established in 1977 as a joint initiative between the US and Israeli governments. BIRD provides conditional grants of up to 50% per company for approved joint projects and can claim repayments up to 150% of the original grant if commercial revenues are generated. Over its history, BIRD has granted $290 million to 825 projects, generated $8 billion in total sales, and received $91 million in repayments.
Project Controls Expo - 31st Oct 2012 - Cost Modelling: Integrated Cost and S...Project Controls Expo
This document provides information about an upcoming presentation on integrated cost and schedule modelling. The presentation will be given by Dr. Paul Wood of BMT Hi-Q Sigma at the Project Controls Expo on October 31, 2012 in London. The presentation will discuss confidence limits used in project decision making and options for combining schedule and cost models to improve project success. It also provides background on BMT Hi-Q Sigma, including its services in project management, investment appraisal, and interim staff support.
This document provides an overview of earned value management (EVM) concepts through a slide presentation. It introduces key EVM terms like planned value, actual cost, and earned value. It then explains how to calculate variances like cost variance and schedule variance to determine if a project is on budget and on time. Finally, it defines performance indicators like CPI and SPI to analyze project performance.
This presentation is from the free online course, which i delivered in February 2013.
*If you downloaded before the 8th August, please download again the correct file* -Feel free to download and share. -Denise
Personally designed (content + graphics design), officially accredited Earned Value Management Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Earned value management is a project management technique for measuring project performance and progress. It has the ability to combine measurements of the project management triangle:
Scope
Schedule, and
Costs
In a single integrated system, Earned Value Management is able to provide accurate forecasts of project performance problems, which is an important contribution for project management.
Early EVM research showed that the areas of planning and control are significantly impacted by its use; and similarly, using the methodology improves both scope definition as well as the analysis of overall project performance. More recent research studies have shown that the principles of EVM are positive predictors of project success.[1] Popularity of EVM has grown in recent years beyond government contracting, in which sector its importance continues to rise[2] (e.g., recent new DFARS rules[3]), in part because EVM can also surface in and help substantiate contract disputes.[4]
Essential features of any EVM implementation include
a project plan that identifies work to be accomplished,
a valuation of planned work, called Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS), and
pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called Earned Value (EV) or Budgeted Cost of Work Performed (BCWP).
EVM implementations for large or complex projects include many more features, such as indicators and forecasts of cost performance (over budget or under budget) and schedule performance (behind schedule or ahead of schedule). However, the most basic requirement of an EVM system is that it quantifies progress using PV and EV
Introduction
Overview of Key Performance Indicators ( KPI )
What Is The Earned Value Management ?
Why Project Managers Use EVM ?
Earned Value Management Terms and Formulas
Planned value (PV)
Earned value (EV)
Actual cost (AC)
Variance
Schedule Variance ( SV )
Cost Variance ( CV )
Performance Index
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
Example ( Case Study )
Project Forecasting
Budget at Completion (BAC)
Estimate at Completion (EAC)
Estimate to Complete (ETC).
Variance at Completion (VAC)
To Complete Performance Index (TCPI)
This webinar was presented by Stephen Jones, Chair of the APM Planning, Monitoring and Control SIG and Simon Taylor, Vice-Chair of the same SIG on Thursday 11th December 2014.
Earned value management is a project control process based on a structured approach to planning, cost collection and performance measurement.
Earned value helps us manage a project by:
providing data to enable objective measurement of project status;
providing a basis for estimating final cost;
predicting when the project will be complete;
supporting the effective management of resources;
providing a means of managing and controlling change.
Earned value provides information which enables effective decision making by knowing:
what has been achieved of the plan;
what it has cost to achieve the planned work;
if the work achieved is costing more or less than was planned;
if the project is ahead of or behind the planned schedule.
Good planning leads to good project execution and good management information.
Earned value management with Examples | Control Cost | PMBOK | PMPJustAcademy
Earned Value Management topic from Control Cost – Cost Management
What is Earned Value Management
Explained EVM with examples
Cost Variances (CV )
Cost Performance Index(CPI)
Schedule Variances(SV)
Schedule Performance Index(SPI)
Cost Overrun and Project Slip
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Hyderbad,
PMP Training in Chennai,PMP Training in Canada
A gentle introduction to earned value management systems (neutral)Glen Alleman
Earned value management systems (EVMS) provide a framework for project managers to track schedule and budget performance. Key elements of EVMS include defining the scope of work, establishing a time-phased budget baseline, and periodically calculating metrics like cost and schedule variance to forecast project outcomes. While full ANSI/EIA-748 compliance requires addressing 32 criteria, a simpler approach focuses on 10 criteria like identifying tasks, establishing budgets and schedules, and recording costs to generate regular performance metrics. EVMS gives project managers visibility into whether work is on track and whether budgets need adjustment.
This document provides an overview of earned value management (EVM) with the following key points:
1. EVM is a project control process that facilitates integrating project scope, time, and cost objectives by comparing the planned value, actual cost, and earned value.
2. EVM improves project predictability, provides early warnings of problems, and objectively assesses value delivered versus costs through structured planning and performance measurement.
3. EVM uses variances, performance indices, and forecasting to monitor project performance and status in terms of schedule, budget, and estimates to completion. Positive variances and indices above 1 indicate favorable performance while negative or below 1 need corrective action.
Earning Value from Earned Value ManagementGlen Alleman
This document discusses how to create value from earned value management (EVM) using both bottom-up and top-down approaches. It emphasizes that EVM metrics like SPI and CPI do not capture the underlying statistical nature of projects, and that modeling this requires stochastic modeling and Monte Carlo simulation. It also stresses that creating value from EVM requires relating budgets to work, measuring progress objectively, and relating cost, schedule, and technical performance.
Top 10 applications engineer interview questions and answerslinejonh
This document provides information and advice about common interview questions for applications engineer positions. It lists 10 typical interview questions, such as "Why do you want this job?", "What challenges are you looking for?", and "What do you know about our company?". For each question, it provides a detailed answer highlighting what the interviewer wants to learn and tips on how to effectively respond. The document also includes additional useful resources for interview preparation.
Project Controls Expo 09/10 Nov London 2011 - Project Controls in Counter‐Imp...Project Controls Expo
Index
Introduction to BMT.
Our Work in C‐IED.
Challenges in Managing C‐IED Projects.
Tailored Approach to Project Control.
Benefits to the Client and their Equipment Suppliers.
Questions.
Project Controls Expo 13th Nov 2013 - "Integrating Risk and Earned Value Mana...Project Controls Expo
o The Background
o Risk Management – A summary
o Earned Value Management – A summary
o Overall EVM Process
o Integra9ng the two disciplines
o Reasons for NOT implemen9ng EVM and the counter argument
o PMB and Beyond
o Hints and Tips
o Summary
Safran shows how, in collaboration with SAP, all stakeholders in the design and delivery of Capital Projects can be successfully aligned behind a single strategy and governance process.
Project Controls Expo - 31st Oct 2012 - Calcula&ng and Defending Cost Con&nge...Project Controls Expo
CONTENT
Context
Calculating and justiying cost contingency during bid development
o Why Bother with Cost Risk Modelling
o Bad and good cost risk modelling practice
o MuIti pass approach to risk modelling
o Improving Risk Inputs
n Risk descriptions
n Risk esImates
n Risk ownership
The BIRD Foundation stimulates and supports joint industrial R&D projects between US and Israeli companies that are of mutual benefit to both countries. It was established in 1977 as a joint initiative between the US and Israeli governments. BIRD provides conditional grants of up to 50% per company for approved joint projects and can claim repayments up to 150% of the original grant if commercial revenues are generated. Over its history, BIRD has granted $290 million to 825 projects, generated $8 billion in total sales, and received $91 million in repayments.
Project Controls Expo - 31st Oct 2012 - Cost Modelling: Integrated Cost and S...Project Controls Expo
This document provides information about an upcoming presentation on integrated cost and schedule modelling. The presentation will be given by Dr. Paul Wood of BMT Hi-Q Sigma at the Project Controls Expo on October 31, 2012 in London. The presentation will discuss confidence limits used in project decision making and options for combining schedule and cost models to improve project success. It also provides background on BMT Hi-Q Sigma, including its services in project management, investment appraisal, and interim staff support.
Lecture by Michael Bruch
This was discussed on November 27, 2012 at Università Bocconi, Milan, at a conference promoted by the Allianz Group, by Fondazione Giannino Bassetti and the prestigious Milan university itself. After a welcome greeting by the Rector of the University, Andrea Sironi, Michael Bruch, Head of Research & Development - Risk Consulting at Allianz Global Corporate and Specialty (AGCS) and risk expert at the Allianz Center for Technology (AZT), held a lecture on the role insurers can play in the development of innovative technologies such as nanotechnologies. http://www.fondazionebassetti.org/en/focus/2013/01/risk_and_responsibility_in_inn.html
Project Controls Expo 18th Nov 2014 - "BIM and the Project Control Bicycle" B...Project Controls Expo
The document discusses how building information modeling (BIM) can be used for project controls, analogous to how planning and tracking are needed to successfully complete a bike trip. It provides background on the speaker and defines BIM and project control. BIM can be used as both a technology and process to aid in project time, cost, and quality management over the full project lifecycle from strategic planning through construction and facility management. An example case study of BIM use at Birmingham City University is also briefly described.
Project Controls Expo - 31st Oct 2012 - Producing a Quality Cost Estimate; Hi...Project Controls Expo
o What is an Estimate
o What to include in an Estimate
o The Estimating Process
o Types of Estimating
o Developing a Cost Estimating Tool/Model
o Data Collection
o Cost Engineering
o Risk
o Verification and Valida=on
quality of configuration information- how to measure and improve itDick Terleth
This document summarizes a presentation about measuring and improving the quality of configuration information. The presentation discusses how bad configuration data can lead to bad decisions and waste. It emphasizes that quality information is needed to make good decisions. The presentation then discusses using indicators and dashboards to measure different quality dimensions of configuration information, such as accuracy, completeness, and consistency. Examples of indicators for a rail infrastructure project are provided. The presentation concludes that continuously improving information quality requires defining information models, validation rules, measuring indicators, and incorporating experts.
Ahmed Ghoneim is an Egyptian-Australian corporate ES&H manager with over 16 years of experience. He holds a B.Sc. in mechanical engineering and has extensive training in areas such as safety management, gas monitoring, and accident investigation. Ghoneim currently works as the corporate ES&H manager for Power Generation and Engineering Services Company, where he coordinates ES&H activities across multiple projects and provides oversight of contractors' safety plans and training programs. Previously, he held ES&H roles in Oman, Egypt, Australia, the UK, and Zambia for companies involved in construction, power generation, and water infrastructure.
Accentuate (North-East) Limited is a VET consultancy organization located in the rural northeast of England near the Scottish border. It will use its experience from previous wind energy projects to lead Work Package 2 in the Leonardo da Vinci 2011-2013 VET-Wind project, focusing on developing wind technician training content and competencies. Key staff involved include Ian Fisher, an experienced wind energy training developer, and Stewart Deas, with expertise in designing Leonardo and EU projects.
The resume summarizes Walid Mohamed Zakaria El-koweidy's experience as a health and safety manager spanning over 28 years working on various construction projects in oil, gas, power, and other industries. He has extensive experience developing and implementing health, safety, and environmental management systems and plans. His roles have included advising management, conducting audits and inspections, investigating incidents, and providing safety training.
This document contains the resume of Amr Adel Mohamed Zaher, including his contact information, work experience, software expertise, professional development and education. He has over 10 years of experience in reservoir engineering for companies like BG Group, BP Egypt, and IEOC Production BV, working on projects in multiple countries. His experience includes reservoir simulation, reserves estimation, field development planning, and production forecasting. He also has expertise in reservoir modeling software and has received awards for his research presentations.
Jan Bergmans has over 25 years of experience in health, safety, environment and quality assurance roles. He currently works as the QHSSE Manager and Head of Internal Prevention Services at Parkwind Ltd, an offshore wind farm development company. Prior to this, he held similar roles at large industrial companies like BASF, EDF/Luminus, URS Belgium, Fabricom/Cofely GDF Suez, and Sarens Ltd. He has a background in chemistry and safety management qualifications.
This curriculum vitae outlines Yousef Hamad's educational and professional qualifications. He has an MBA from Cardiff Metropolitan University and London School of Commerce, and a BSc in Electrical Engineering. His 20+ year career includes experience in oil and gas, construction, and state-owned sectors, holding positions such as engineer, team leader, and manager. Current roles include Manager of Strategic Planning at Libya Africa Investment Portfolio and previous roles include Deputy General Manager of Bonatti S.p.A. in Libya.
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Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Direc...Project Controls Expo
Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Director for WSP, UK" & "Danny Vaughan - Head of Metrolink for TfGM, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Governance and the art of decision making on Crossrail by "Walter Macharg - H...Project Controls Expo
Governance and the art of decision making on Crossrail by "Walter Macharg - Head of Change Control and Cost Assurance for Crossrail, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Adding Value through the Lower Thames Crossing project by "Iain Minns - Partn...Project Controls Expo
Adding Value through the Lower Thames Crossing project by "Iain Minns - Partner, UK Head of Programme & Project Controls for Arcadis, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Governance and Assurance for Nationally Significant Infrastructure Projects b...Project Controls Expo
Governance and Assurance for Nationally Significant Infrastructure Projects by "Terri Harrington"- Sponsorship Director - Complex Infrastructure Programme (CIP) for Highways England, UK at Project Controls Expo 2017, Arsenal Stadium, London
A review of whether interdependency exists in effective Project Control Metho...Project Controls Expo
A review of whether interdependency exists in effective Project Control Methods and project performance by "Michael Halliday" Director for HKA, UK at Project Controls Expo 2017, Arsenal Stadium, London
A Source of Project Cost Integration by "David Hurren - Technical Director fo...Project Controls Expo
A Source of Project Cost Integration by "David Hurren - Technical Director for RPCuk, UK Marie Trembacki - Associate Director for Faithful+Gould, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Programmatic Controls Approach to; Fast track Disaster Recovery by "Saurabh B...Project Controls Expo
Programmatic Controls Approach to; Fast track Disaster Recovery by "Saurabh Bhandari - Technical Principal - Project & Programme Controls for Mott MacDonald, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Enterprise Scheduling and Risk Management at Los Angeles Metro by "Julie Owen...Project Controls Expo
Enterprise Scheduling and Risk Management at Los Angeles Metro by "Julie Owen - DEO Program Management for LA Metro, Los Angeles" at Project Controls Expo 2017, Arsenal Stadium, London
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
2. Copyright @ 2011. All rights reserved
Speaker Profile
Since joining BMT in 2000, Edwina has provided Project Controls
expertise to MoD Programme teams in a number of major defence
programmes within the Land and Naval environments. This work
has covered all aspects of Project Controls but more specifically
Risk, Schedule and Earned Value Management. This has included
conducting regular risk analysis as well as providing inputs to Main
Gate Business Cases and Review Notes and taking part in a number
of Integrated Baseline Reviews.
Edwina was a member of the working group that produced the
APM’s Interfacing Risk and Earned Value management Guide and
is a member of the APM Risk Specific Interest Group committee.