McKenney’s, Inc. offered a turnkey design/build solution including analysis, recommendations, budgetary cost estimates, design, controls, execution, commissioning and more. For more visit http://mckenneys.com.
Retrocommissioning (RCx) Services to Optimize Building PerformanceMcKenney's Inc
RCx is a cost-effective approach to improve system performance in buildings facing problems that stem from performance degredation or design and construction issues. For more info visit http://mckenneys.com.
The document discusses supply chain planning for peacekeeping operations by the United Nations. It covers several key areas:
1. It outlines the objectives of reviewing supply chain processes, developing strategic network planning, and summarizing supply chain management for UN missions.
2. It provides an overview of the global peacekeeping operations, including details on the number of current missions, supported personnel, annual expenditures, and average daily food and logistics costs per person.
3. It summarizes the focus on food quality and safety, standardizing catering processes to reduce waste, and standardizing overall supply chain operations and controls for peacekeeping missions.
The G&G Manufacturing Co. provides engineering, machining, and sourcing services to increase customer profits and support growth. It targets materials and operations managers seeking collaborative relationships. G&G's core customers have annual revenues of $50-200M or $500M-5B and produce parts for major defense programs. G&G offers full product lifecycle support from design to mass production, with a focus on precision machining and quality engineering.
Cloudpreneurs - McKinsey Reveals Fast Growth of Cloud AdoptionNewvewm
1) Cloud computing enables entrepreneurs and small businesses to inexpensively access robust computing resources through public cloud platforms like AWS.
2) Adoption of public cloud services is growing rapidly across industries, though security concerns and regulatory issues still present barriers for some organizations.
3) Incumbent technology vendors face pressure to transition to new "cloud purchase models" that focus on usage-based pricing and software-as-a-service offerings.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
The Groundwater Reduction Plan Program Monthly Progress Report summarizes activities in February 2012 related to planning, scheduling, procurement, cost reporting, and quality assurance for the Groundwater Reduction Plan Program. Engineering and construction were ongoing. Procurements included solicitations, contract awards, and procedures. Cost reports provided budget and financial details. Quality assurance efforts ensured specifications were met. Various meetings were also held to discuss ongoing work.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
This document is the quality management manual for Electrical Instrumentation Construction Corporation. It describes the company's quality management system, which is focused on achieving quality objectives in accordance with contracts and requirements for engineering, installing, and adjusting systems at fuel and energy facilities. The manual contains sections on quality policy, objectives, documentation requirements, management responsibilities, resource management, product creation processes, measurements, analysis, improvement, and appendices with process diagrams and lists of procedures/records.
Retrocommissioning (RCx) Services to Optimize Building PerformanceMcKenney's Inc
RCx is a cost-effective approach to improve system performance in buildings facing problems that stem from performance degredation or design and construction issues. For more info visit http://mckenneys.com.
The document discusses supply chain planning for peacekeeping operations by the United Nations. It covers several key areas:
1. It outlines the objectives of reviewing supply chain processes, developing strategic network planning, and summarizing supply chain management for UN missions.
2. It provides an overview of the global peacekeeping operations, including details on the number of current missions, supported personnel, annual expenditures, and average daily food and logistics costs per person.
3. It summarizes the focus on food quality and safety, standardizing catering processes to reduce waste, and standardizing overall supply chain operations and controls for peacekeeping missions.
The G&G Manufacturing Co. provides engineering, machining, and sourcing services to increase customer profits and support growth. It targets materials and operations managers seeking collaborative relationships. G&G's core customers have annual revenues of $50-200M or $500M-5B and produce parts for major defense programs. G&G offers full product lifecycle support from design to mass production, with a focus on precision machining and quality engineering.
Cloudpreneurs - McKinsey Reveals Fast Growth of Cloud AdoptionNewvewm
1) Cloud computing enables entrepreneurs and small businesses to inexpensively access robust computing resources through public cloud platforms like AWS.
2) Adoption of public cloud services is growing rapidly across industries, though security concerns and regulatory issues still present barriers for some organizations.
3) Incumbent technology vendors face pressure to transition to new "cloud purchase models" that focus on usage-based pricing and software-as-a-service offerings.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
The Groundwater Reduction Plan Program Monthly Progress Report summarizes activities in February 2012 related to planning, scheduling, procurement, cost reporting, and quality assurance for the Groundwater Reduction Plan Program. Engineering and construction were ongoing. Procurements included solicitations, contract awards, and procedures. Cost reports provided budget and financial details. Quality assurance efforts ensured specifications were met. Various meetings were also held to discuss ongoing work.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
This document is the quality management manual for Electrical Instrumentation Construction Corporation. It describes the company's quality management system, which is focused on achieving quality objectives in accordance with contracts and requirements for engineering, installing, and adjusting systems at fuel and energy facilities. The manual contains sections on quality policy, objectives, documentation requirements, management responsibilities, resource management, product creation processes, measurements, analysis, improvement, and appendices with process diagrams and lists of procedures/records.
The program is designed to assist Building Designers meet the requirements of the Cal Green code. A Handout will be provided that will cover many other aspects of the Cal Green Non Residential code, but this session will focus on Energy Efficiency.
Since 2005, Gary has averaged over 125 days of instruction per year in a variety of energy conservation topics. These include: California Residential Energy Standards, Duct Testing for HVAC contractors, CHEERS Rater certification training for Building Envelope, HVAC, Solar PV as well as core building science. In 2008 Gary developed and was the lead instructor the CHEERS Existing Home training program. This extensive four-day class focuses on building science as well as the art of residential energy audits. Gary’s extensive field experience as a HERS rater and his technical building science knowledge ensures that his training is accurate and easy to understand. Gary’s light-hearted, logical and down-to-earth presentation style ensures that participants understand the material and how to apply the specific rules or applications to their particular situation.
Gary has been involved with Green building beginning in 2003 when he first became a LEED AP and has continued his support of Durable Sustainable Design. He has been on and coordinated Design /Implement Teams for Energy Management, Waste Reduction and Building Failure Remediation since the 1980’s.
Software measures and the capability maturity model 1992, john h. baumert (...Ngoc Han Truong
This technical report discusses software measures and indicators that can be used to assess an organization's process maturity based on the Capability Maturity Model (CMM). It provides overviews of indicators for each key process area at the Repeatable, Defined, Managed, and Optimizing maturity levels. The indicators focus on progress, effort, cost, quality, stability, computer resource utilization, and training.
GEM provides design, construction, and maintenance services to maximize customer return on facility investments. It has single source responsibility from design through construction. GEM has self-performance capabilities across multiple trades allowing for fast-track project completion. It also offers integrated energy solutions including facility management and building control systems to improve efficiency and reduce operating costs. Customers highlighted include Penn National Gaming, BASF Corporation, and The University of Toledo.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This document discusses impact measurement and requirements for information management at Cordaid Haiti. It outlines the need to (1) define indicators, (2) measure status quo and new situations, and (3) analyze comparisons and conclusions. Applications include impact evaluation, assessment, and program evaluation for humanitarian aid and business. Next steps proposed are designing an impact measurement framework, considering variables, creating a model, and calibrating with empirical data. The framework should be useful for volunteer management, evaluators, and decision makers.
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.
ATC Global 2012 - SESAR Forum - SESAR Releases - Florian Guillermet 21 viewsSESAR Joint Undertaking
The document discusses key challenges faced by airspace users and long-term ATM solutions brought by SESAR. It identifies congested networks, delays, cancellations, and rising costs as challenges. SESAR solutions in Release 1 aim to relieve capacity bottlenecks, reduce delays and cancellations, enable more fuel efficient flights, and reduce ANS charges through techniques like integrated arrival/departure management, ATFCM measures, approach procedures with vertical guidance, and remote towers. Results demonstrate benefits like decreased taxi times and improved predictability. SESAR continues to develop solutions to support performance improvement through future Releases.
The document discusses Lloyd's Register's asset maintenance and integrity solutions for the energy industry. It outlines that effective maintenance management is important for equipment integrity but can be expensive, while poor maintenance opens risks. Lloyd's Register offers services to review maintenance systems, provide guidance for improvement, and assure compliance. The goal is to achieve sustainable asset performance, improved safety, cost efficiency and higher returns through optimized maintenance management.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
An Ecological View on Process Improvement: Some Thoughts for Improving Proces...Luigi Buglione
One of the strengths contributing to the diffusion and adoption during last years of Maturity Models (MMs) such as CMMI and ISO 15504 (aka SPICE) is the evolutionary path towards a continuous improvement they provide, evolving the initial Crosby’s idea. Differently from Performance Management models (PMMs) such as the Balanced Scorecard (BSC), Malcolm Baldridge, EFQM Excellence Model or the JUSE Deming Prize, MMs seems to do not stress in their appraisal criteria the way resources are renewed, redistributing obtained ‘results’ towards the ‘enablers’. Looking at this question from an ‘ecological’ viewpoint, where the current environmental situation urgently asks to adopt renewable resources taking care from an holistic view of the state of the planet, the paper will discuss this issue translating it to the organizational management, proposing possible improvements to the process assessment model (PAM) generic structure of a MM, with the objective to provide a more confident picture of an organization from an appraisal, not overrated, as nowadays it can happen.
Project Management Professional (PMP) / 42 Processesedtichy
The document outlines the key processes in project management from initiation through closing. It shows the initiating process of developing the project charter and defining the scope. The planning processes include developing the project management plan, scope baseline, schedule and cost baselines. The execution stage involves directing and managing the project work. Monitoring and controlling includes monitoring the project work, integrated change control, and updating cost and schedule baselines. Finally, the closing process verifies deliverables and closes the project or phase.
Using itil and_prince2_together_august_2010Abhilash H.
1. The project successfully established a new offshore service desk to expand capacity ahead of a major IT product launch using PRINCE2 methodology and ITIL best practices.
2. PRINCE2 ensured the project stayed focused on the original business case of expanding capacity and avoided scope creep. ITIL provided a common language that improved communication.
3. Lessons learned from previous projects and a review of potential risks helped the project come in under budget and avoid common pitfalls in setting up the new service desk. ITIL and PRINCE2 worked well together with each methodology supporting the other.
The document discusses Corrective and Preventive Action Plans (CAPA) used to improve organizations and address issues found through failure rates, customer complaints, and supplier definitions. CAPA helps find core issues and actions for improvement programs. Root cause analysis is used to identify the underlying cause of problems in order to implement targeted action plans. Effective CAPA systems include escalation processes, separate phases for investigation and action planning, and trend analysis to identify common issues requiring preventative improvement initiatives. Documentation of CAPA plans should include a root cause analysis, identification of corrective/preventative actions, verification of actions, implementation, and effectiveness checks.
The document provides details on a project portfolio for Altarum located at 4401 Ford Ave in Alexandria, VA. It outlines a 5 phase scope of service including project orientation, programming, space planning, construction administration, and supervision of interior finishes. It then provides a proposal and fee schedule broken down by phase. The final section provides programming details including area and personnel summaries, department requirements, and a conclusion recommending a hybrid scenario to maintain flexibility.
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
The document outlines a 4 step process for growing agile teams:
1. Organize by preparing structures, work, and people with daily standups, a sprint burndown, and a focus on 2-3 PBIs.
2. Gain experience by focusing on learning with a working agreement, impediment backlog, and active learning cycle.
3. Maximize value by organizing to deliver maximum value through reducing technical debt and growing engineering practices.
4. Scale by growing knowledge, sharing learning, and expanding capabilities with specialized knowledge shared and communities of practice.
J.Sathuragiri is a HVAC project engineer with over 5 years of experience in designing and implementing HVAC systems for marine vessels and buildings. He has a mechanical engineering degree and expertise with design tools like AutoCAD and Carrier E-20. Some of his project experience includes working on lift boats and support vessels in Vietnam as well as commercial buildings in Singapore and Oman.
This document discusses human factors engineering considerations for valve access and design. It identifies common valve problems such as valves that are too difficult to operate or require awkward postures. It provides general guidelines for valve access and design such as ensuring valves can be operated by hand within arm's reach without obstacles. The document also describes categorizing valves based on criticality to determine appropriate access requirements, with critical safety valves requiring direct deck-level access and less critical valves allowing for ladders or platforms.
The program is designed to assist Building Designers meet the requirements of the Cal Green code. A Handout will be provided that will cover many other aspects of the Cal Green Non Residential code, but this session will focus on Energy Efficiency.
Since 2005, Gary has averaged over 125 days of instruction per year in a variety of energy conservation topics. These include: California Residential Energy Standards, Duct Testing for HVAC contractors, CHEERS Rater certification training for Building Envelope, HVAC, Solar PV as well as core building science. In 2008 Gary developed and was the lead instructor the CHEERS Existing Home training program. This extensive four-day class focuses on building science as well as the art of residential energy audits. Gary’s extensive field experience as a HERS rater and his technical building science knowledge ensures that his training is accurate and easy to understand. Gary’s light-hearted, logical and down-to-earth presentation style ensures that participants understand the material and how to apply the specific rules or applications to their particular situation.
Gary has been involved with Green building beginning in 2003 when he first became a LEED AP and has continued his support of Durable Sustainable Design. He has been on and coordinated Design /Implement Teams for Energy Management, Waste Reduction and Building Failure Remediation since the 1980’s.
Software measures and the capability maturity model 1992, john h. baumert (...Ngoc Han Truong
This technical report discusses software measures and indicators that can be used to assess an organization's process maturity based on the Capability Maturity Model (CMM). It provides overviews of indicators for each key process area at the Repeatable, Defined, Managed, and Optimizing maturity levels. The indicators focus on progress, effort, cost, quality, stability, computer resource utilization, and training.
GEM provides design, construction, and maintenance services to maximize customer return on facility investments. It has single source responsibility from design through construction. GEM has self-performance capabilities across multiple trades allowing for fast-track project completion. It also offers integrated energy solutions including facility management and building control systems to improve efficiency and reduce operating costs. Customers highlighted include Penn National Gaming, BASF Corporation, and The University of Toledo.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This document discusses impact measurement and requirements for information management at Cordaid Haiti. It outlines the need to (1) define indicators, (2) measure status quo and new situations, and (3) analyze comparisons and conclusions. Applications include impact evaluation, assessment, and program evaluation for humanitarian aid and business. Next steps proposed are designing an impact measurement framework, considering variables, creating a model, and calibrating with empirical data. The framework should be useful for volunteer management, evaluators, and decision makers.
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.
ATC Global 2012 - SESAR Forum - SESAR Releases - Florian Guillermet 21 viewsSESAR Joint Undertaking
The document discusses key challenges faced by airspace users and long-term ATM solutions brought by SESAR. It identifies congested networks, delays, cancellations, and rising costs as challenges. SESAR solutions in Release 1 aim to relieve capacity bottlenecks, reduce delays and cancellations, enable more fuel efficient flights, and reduce ANS charges through techniques like integrated arrival/departure management, ATFCM measures, approach procedures with vertical guidance, and remote towers. Results demonstrate benefits like decreased taxi times and improved predictability. SESAR continues to develop solutions to support performance improvement through future Releases.
The document discusses Lloyd's Register's asset maintenance and integrity solutions for the energy industry. It outlines that effective maintenance management is important for equipment integrity but can be expensive, while poor maintenance opens risks. Lloyd's Register offers services to review maintenance systems, provide guidance for improvement, and assure compliance. The goal is to achieve sustainable asset performance, improved safety, cost efficiency and higher returns through optimized maintenance management.
The document discusses integrating technical performance measures with earned value management. It argues that EVM data is only reliable if technical performance is objectively assessed using the right measures of progress. Standards like CMMI and IEEE 1220 provide guidance on using requirements, product metrics, and success criteria to evaluate technical progress. The document provides examples of how to calculate earned value by linking it to completion of drawings and meeting technical performance targets for weight and diameter. It recommends acquisition best practices like requiring technical performance measurement in proposals and verifying integration at contract award and reviews.
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
An Ecological View on Process Improvement: Some Thoughts for Improving Proces...Luigi Buglione
One of the strengths contributing to the diffusion and adoption during last years of Maturity Models (MMs) such as CMMI and ISO 15504 (aka SPICE) is the evolutionary path towards a continuous improvement they provide, evolving the initial Crosby’s idea. Differently from Performance Management models (PMMs) such as the Balanced Scorecard (BSC), Malcolm Baldridge, EFQM Excellence Model or the JUSE Deming Prize, MMs seems to do not stress in their appraisal criteria the way resources are renewed, redistributing obtained ‘results’ towards the ‘enablers’. Looking at this question from an ‘ecological’ viewpoint, where the current environmental situation urgently asks to adopt renewable resources taking care from an holistic view of the state of the planet, the paper will discuss this issue translating it to the organizational management, proposing possible improvements to the process assessment model (PAM) generic structure of a MM, with the objective to provide a more confident picture of an organization from an appraisal, not overrated, as nowadays it can happen.
Project Management Professional (PMP) / 42 Processesedtichy
The document outlines the key processes in project management from initiation through closing. It shows the initiating process of developing the project charter and defining the scope. The planning processes include developing the project management plan, scope baseline, schedule and cost baselines. The execution stage involves directing and managing the project work. Monitoring and controlling includes monitoring the project work, integrated change control, and updating cost and schedule baselines. Finally, the closing process verifies deliverables and closes the project or phase.
Using itil and_prince2_together_august_2010Abhilash H.
1. The project successfully established a new offshore service desk to expand capacity ahead of a major IT product launch using PRINCE2 methodology and ITIL best practices.
2. PRINCE2 ensured the project stayed focused on the original business case of expanding capacity and avoided scope creep. ITIL provided a common language that improved communication.
3. Lessons learned from previous projects and a review of potential risks helped the project come in under budget and avoid common pitfalls in setting up the new service desk. ITIL and PRINCE2 worked well together with each methodology supporting the other.
The document discusses Corrective and Preventive Action Plans (CAPA) used to improve organizations and address issues found through failure rates, customer complaints, and supplier definitions. CAPA helps find core issues and actions for improvement programs. Root cause analysis is used to identify the underlying cause of problems in order to implement targeted action plans. Effective CAPA systems include escalation processes, separate phases for investigation and action planning, and trend analysis to identify common issues requiring preventative improvement initiatives. Documentation of CAPA plans should include a root cause analysis, identification of corrective/preventative actions, verification of actions, implementation, and effectiveness checks.
The document provides details on a project portfolio for Altarum located at 4401 Ford Ave in Alexandria, VA. It outlines a 5 phase scope of service including project orientation, programming, space planning, construction administration, and supervision of interior finishes. It then provides a proposal and fee schedule broken down by phase. The final section provides programming details including area and personnel summaries, department requirements, and a conclusion recommending a hybrid scenario to maintain flexibility.
Opportunities For Existing Buildings - Deep Cut EmissionsMichael Skelton
This paper investigates the opportunity,
costs and benefits of making deeper cuts
than the minimum of 25% of greenhouse
gas (GHG) emissions by 2020 (as
required in the Bali Road Map) in the built
environment.
The document outlines a 4 step process for growing agile teams:
1. Organize by preparing structures, work, and people with daily standups, a sprint burndown, and a focus on 2-3 PBIs.
2. Gain experience by focusing on learning with a working agreement, impediment backlog, and active learning cycle.
3. Maximize value by organizing to deliver maximum value through reducing technical debt and growing engineering practices.
4. Scale by growing knowledge, sharing learning, and expanding capabilities with specialized knowledge shared and communities of practice.
J.Sathuragiri is a HVAC project engineer with over 5 years of experience in designing and implementing HVAC systems for marine vessels and buildings. He has a mechanical engineering degree and expertise with design tools like AutoCAD and Carrier E-20. Some of his project experience includes working on lift boats and support vessels in Vietnam as well as commercial buildings in Singapore and Oman.
This document discusses human factors engineering considerations for valve access and design. It identifies common valve problems such as valves that are too difficult to operate or require awkward postures. It provides general guidelines for valve access and design such as ensuring valves can be operated by hand within arm's reach without obstacles. The document also describes categorizing valves based on criticality to determine appropriate access requirements, with critical safety valves requiring direct deck-level access and less critical valves allowing for ladders or platforms.
This document describes an HVAC gaming simulation project between Red Rocks Community College and Pikes Peak Community College. The project aims to gamify an existing HVAC simulation software to motivate students and allow for hybrid HVAC courses. A gamification engine would add badges students can earn for completing different equipment tasks and a leaderboard to track earnings. The schedule outlines developing and testing a prototype in 2013, with the goal of expanding its use in additional HVAC courses through 2014.
using different refrigerants as working fluid,the variation in the dimensional parameters of evaporator ,compressor,condenser and expansion device are shown.
The document is a commissioning checklist for a project that includes mechanical systems like HVAC, electrical systems, laboratory systems, plumbing systems, renewable energy systems, and retro-commissioning of existing systems. The checklist lists major equipment and components to be tested and verified for each system as part of the commissioning process.
The document provides a curriculum vitae for Murugan Pillai who works as a QA/QC Inspector for HVAC and MEP systems. It outlines his contact information, qualifications which include a mechanical engineering diploma and ASNT certifications. It also lists his extensive training and software skills. The bulk of the document describes his 12 years of experience in quality control, inspection, and commissioning roles for piping, HVAC, static and rotating equipment, and MEP systems on various oil, gas, petrochemical and other industrial projects. His responsibilities include material receiving inspections, surveillance, testing witnessing, punch listing, and ensuring work meets specifications.
The document discusses HVAC operation and maintenance. It explains that HVAC systems provide thermal comfort and indoor air quality. Proper HVAC O&M practices are needed to maintain high performance over the lifetime of the building. Key aspects of HVAC O&M include regular maintenance according to schedules, cleaning of filters and components, and ensuring control systems operate correctly. Proper design, documentation in operations manuals, and adherence to maintenance schedules are important for high quality HVAC O&M.
This is the comprehensive powerpoint for having a Properly Sized, Designed, Installed, and Commissioned Heating, Ventilation and Air Conditioning System.
The document is the December 2002 HVAC Design Manual for the Department of Veterans Affairs. It provides guidance for mechanical engineers and others designing and renovating VA facilities. The manual contains requirements for HVAC systems in new hospitals, replacement hospitals, ambulatory care, clinical additions, energy centers, and outpatient clinics. It addresses general requirements, HVAC systems and equipment, and HVAC requirements for occupied and unoccupied areas.
The document discusses district cooling systems (DCS), including:
1. DCS involve centralized chilled water production and distribution to multiple buildings through underground pipes for air conditioning. This is more efficient than individual building chillers.
2. Examples of DCS in Malaysia include serving Kuala Lumpur International Airport since 1997 and government buildings in Putrajaya since 1999.
3. The Bangsar DCS in Kuala Lumpur uses thermal energy storage at night to take advantage of lower electricity rates, supplying hotels, offices and other buildings during the day.
Higher College of Technology
This document presents a cooling load estimation report for a mechanical engineering classroom. It discusses the various factors that contribute to the sensible and latent heat loads in a space, including conduction through walls/roof, occupants, lights, appliances, and air infiltration. It then outlines the CLTD/SCL/CLF method for calculating the external and internal cooling loads, showing examples of calculating the roof load over several hours based on construction details.
This document discusses refrigeration and air conditioning systems. It describes four main types of refrigeration: vapor compression, vapor absorption, magnetic, and industrial. It explains the basic refrigeration cycle for vapor compression and vapor absorption. It then discusses four main types of air conditioning systems: window, split, centralized, and packaged. It provides diagrams to illustrate the components and processes for each system type. In conclusion, it states that refrigerators use two compartments to keep items either frozen or refrigerated to prolong their usable life.
This document discusses environmental control and air handling systems in pharmaceutical manufacturing. It covers factors like temperature, humidity, air movement and contamination that can impact product quality. Uncontrolled environments can lead to product degradation or contamination. Cross-contamination can be minimized through personnel procedures, adequate facilities, cleaning and protection of products. Proper heating, ventilation and air conditioning (HVAC) systems are important to control airborne particles and microbes and maintain room conditions. Monitoring of HVAC systems includes testing for particulates, filter integrity, air changes and microbiological levels.
By http://be-cool.in/ - There are various types of air conditioning systems. The application of a particular type of system depends upon a number of factors like how large the area is to be cooled, the total heat generated inside the enclosed area, etc. An HVAC designer would consider all the related parameters and suggest the system most suitable for your space.
Split Air Conditioner
Window Air Conditioner
Packaged Air Conditioner
Central Air Conditioning System
This document provides information on refrigeration and air conditioning. It defines refrigeration as the process of transferring heat from a low temperature region to a high temperature region. The key components and working principles of vapor compression and vapor absorption refrigeration systems are described. It also discusses terms used in air conditioning like dry bulb temperature, wet bulb temperature, and relative humidity. The layout and working of a basic window room air conditioner is explained. Domestic refrigerators like single door, two-door, and their components are outlined.
This presentation discusses air conditioning systems. It begins with an introduction by the course teacher and lists the group members. The presentation then covers the history of air conditioning, including its invention in 1902. It describes four main types of air conditioning systems: window, split, central, and packaged. It includes diagrams of cooling circuits and discusses new technologies like district cooling and chilled beam systems. The presentation highlights advantages like comfort and efficiency but also notes disadvantages such as cost. It concludes that air conditioning systems provide comfort from hot and cold weather and lists references used.
What is meant by “Airconditioning”?
Human Comfort
Why do we need A.C.?
Advantages and Disadvantage of A.C.
Ideal room temperature
some terminology-
Dry-bulb temperature
Wet-bulb temperature:
Dew point
Latent heat
Absolute humidity
Relative humidity
Specific humidity
Sensible heat
Evaporating Cooling
Condensation
Enthalpy
Entropy
7. Classification of air conditioners
8. Windows AC- advantages
Parts of the Window Air Conditioners
Working
The refrigeration system,
Air circulation system-room air cycle and
The hot air cycle.
Ventilation system,
Control system,
electrical protection system.
9.Split or Ductless AC-
Advantages, parts indoor and outdoor,
Types-
Wall mounted
Floor mounted/Tower AC
Ceiling mounted/Cassette AC
Multi Split ACs
10. Central Air Conditioning System
Advantages and disadvantages
11. Key differences between "Window", "Split" and a "cassette" air conditioners.
12. Cooling capacity
13. Energy Efficiency
14.Energy Consumption
15.Energy Efficiency Ratio
16.Energy Saving Methods
17.Some AC brands
The document discusses HVAC (heating, ventilation, and air conditioning) systems, including their key components and control methods. It describes the components of a typical HVAC system such as chillers, cooling towers, boilers, air handling units, VAV boxes, and ductwork. It also discusses the basic control concept of using sensors, controllers, and actuators to regulate temperature, humidity, airflow and other factors. Finally, the document provides an example diagram of an air handling unit control system showing common sensors, the building management system, and actuated devices.
Complete hvac ppt by kk 354647.pptx 1234KRISHAN KUMAR
This document provides an overview of heating, ventilation, and air conditioning (HVAC) systems. It discusses the history and development of HVAC, including early innovations in refrigeration. The core components and functions of HVAC systems are described, such as furnaces, ducts, air conditioners, and heat pumps. Various types of HVAC installations and systems are covered, like central air, zoned heating, and radiant heat. Recent developments in HVAC technology and applications are also summarized along with the advantages and disadvantages of HVAC.
Warner Robins Air Logistics Center Strives for Energy Efficiency : Energy Ser...McKenney's Inc
Warner Robins Air Force Base commissioned McKenney's to audit the HVAC systems in six paint facilities to evaluate efficiency and identify opportunities to reduce energy consumption and costs. McKenney's analyzed the multiple layers of original and outdated HVAC systems to document the current state and deficiencies. This allowed them to develop repair and replacement recommendations to minimize energy use and greenhouse gas emissions while meeting tight production schedules. The project will help Warner Robins Air Logistics Center meet federal energy mandates through reduced costs and more sustainable operations.
1) Shepway District Council had over 3,400 housing units with aging windows that were increasingly costly to repair and maintain, leading to low tenant satisfaction levels.
2) Through the ASSETSTRETCH program, Prima took over responsibility for repairs, maintenance, and hardware replacement, providing cost certainty for the council through fixed monthly payments.
3) The program successfully restored the window assets, halved repair costs, and extended the useful life of the components while improving tenant satisfaction to 98%, all at a guaranteed lower cost for the council.
A Showcase in Energy Efficiency - McKenney's Energy ServicesMcKenney's Inc
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This document discusses how energy upgrades can help banks improve their bottom lines through cost savings, increased productivity and customer satisfaction, and reduced environmental impact. High efficiency lighting upgrades usually offer the highest return on investment. Other opportunities include weatherization, HVAC/mechanical system optimization, installation of renewable energy systems, and implementation of advanced energy controls. Precise measurement of energy usage through software and analytics allows banks to effectively manage costs and savings over time.
Capital Stretch case study showing 24 social housing units upgraded with significant savings over new install. Great use of Pilkington self cleaning glass too.
Risk Enterprise Management implemented VMware on NetApp to virtualize their server infrastructure, eliminating 35 physical servers and saving over $120,000 annually in lease and power costs. The new environment accelerated application deployment from 3 weeks to under an hour and improved disaster recovery capabilities. NetApp storage provided high availability, fast backup/recovery, and flexible storage allocation. REM achieved a two-year ROI and eliminated their annual 15-20% rise in IT costs.
enyon is a consultant specializing in industrial engineering for facilities, energy efficiency and facility management. It provides solutions such as facility audits, project audits, quality control, commissioning, and energy certification and rehabilitation. enyon aims to provide the most technologically efficient solutions with innovation, commitment, responsibility and independence for clients such as financial institutions, developers, and engineering firms.
enyon is a consultant specializing in industrial engineering for facilities, energy efficiency and facility management. It provides solutions such as facility audits, project audits, quality control, commissioning, and energy certification and rehabilitation. enyon aims to provide the most technologically efficient solutions with innovation, commitment, responsibility and independence for clients such as financial institutions, developers, and engineering firms.
FTC&H’s diverse staff of engineers, scientists, architects, and
construction professionals continually interact to benefit our
clients with a full-service approach to projects. Responsive
communication, budget and schedule sensitivity, and our constant
pursuit of technical excellence and innovation help us transform
ideas into reality. FTC&H values our clients and seeks to establish
long-term relationships. Our goal is to exceed your expectations
by providing extraordinary client service.
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
1. The Weyer Group provides complete engineering support for clients during all project phases, from requirement development and design to ensuring regulatory compliance.
2. Their public authority management gives clients planning security by identifying costs from safety regulations early.
3. Important decisions made early in a project have a large impact on later costs, so involving Weyer Group assures optimal conditions.
Srinivas Sirigineedi is a construction superintendent and project engineer with over 9 years of experience managing complex construction projects in the oil and gas industry. He has a proven track record of successfully executing multi-million dollar projects on time and within budget for major clients. Srinivas is seeking a position with an ambitious and growth-oriented organization where he can fully utilize his potential and contribute to the company's success.
Mastering a New System - IEC HVAC InstallationMcKenney's Inc
McKenney's installed an atypical HVAC system at a Fortune 100 company's data center for their first project with this customer. The team faced rigid quality requirements and had to plan extensively to install the cutting-edge indirect evaporative cooling system on time. Through pre-planning, coordination, and dedicating additional project management, the team exceeded quality standards, project milestones, and built a good relationship with the new customer.
Ron wilkinson cx for new and exist bldgsEllieNowels
The document provides definitions and explanations of commissioning from various industry sources such as ASHRAE and USGBC. It discusses how commissioning verifies that building systems are planned, designed, installed, tested, operated and maintained according to the owner's requirements. It also explains how commissioning improves building quality, reduces callbacks and operating costs, provides better documentation, improves occupant productivity and verifies system performance. Commissioning is described as a collaborative, systematic process that begins in the planning phase and continues through construction and occupancy.
Energy Performance Contracting Uk Introductiondrpaulfisher
The document discusses Energy Performance Contracting (EPC) as a way for organizations to implement energy efficiency projects with no upfront capital costs. Key benefits of EPC include permanently lower energy costs and emissions through comprehensive efficiency upgrades. EPC uses future energy savings to finance projects, with energy service companies providing upfront costs and guaranteeing savings. Case studies show EPC achieving savings of 38-54% in various building types through measures like lighting, insulation, HVAC, and building management system upgrades.
First of a two-part article published in Pharmaceutical Technology magazine in December 2005.
Part 1 describes facility and equipment design review, validation project organization and planning, and validation master plan development.
1) BDM Consulting specializes in global supply chain management and worked with NV Energy to transfer inventory items from company-owned to vendor-managed inventory.
2) @task provided visibility, accountability, and collaboration needed to implement the new inventory process across NV Energy's large service area.
3) Using @task, BDM was able to quantify a positive ROI of over 10x for NV Energy on the vendor-managed inventory initiative.
The document discusses an expansion project at a polypropylene plant to increase production capacity. It outlines the stages of the project from developing the initial process design package to detailed engineering. Several challenges arose during detailed engineering due to lack of front-end engineering work and constraints around utilities. The author played a key role in resolving technical issues and ensuring project requirements were met.
Colliers International provides specialized real estate solutions focused on technology and data centers. They help clients with lease reviews and contract negotiations to achieve cost efficiencies, flexibility, and security. Their services also include site assessments, cloud consulting, and data center acquisitions or dispositions. Colliers takes a holistic approach to technology solutions rather than just treating them as another real estate deal.
Generating a Reliable Backup Plan - Data Center Retrofit ProjectMcKenney's Inc
The McKenney's team replaced scrubbers for generators at a large data center to help the facility meet new emission standards on an expedited schedule. They devised an assembly line approach to efficiently remove each generator enclosure and install the new scrubbers and piping. This allowed them to complete the work in 7 months instead of 11 months, saving costs for the customer while keeping the backup generators operational throughout the project.
Similar to Restoration of HVAC Systems, Design/Build Solution, Commissioning and more at Warner Robins Air Logistics Center (20)
CRAC Units Installation for a Data Center Project in Alpharetta, GAMcKenney's Inc
McKenney’s installed very complex, industry-leading computer room air conditioning (CRAC) units at a new data center under construction in Alpharetta, Georgia.
Mission Critical Data Center Retrofit Project - Catawaba County, NCMcKenney's Inc
The McKenney's team replaced scrubbers for generators at a large data center campus to comply with new emission standards. They devised an assembly line approach to quickly lift and move each generator enclosure to install the new scrubbers and piping, finishing the retrofit in 7 months instead of the planned 11 months to minimize downtime for the facility with only N+1 redundancy. Working closely with the customer and crane contractor, the coordinated team was able to keep the backup generators operational throughout the project.
Blowing the Lid Off City Hall - Energy Savings Performance ContractingMcKenney's Inc
McKenney's developed energy conservation measures and overhauled the HVAC system of a landmark municipal building. They replaced hard-to-access air handling units and chillers after hours to ensure no disruptions. Over 30 ECMs were developed and the customer selected projects providing the best ROI. Replacements were done safely, on schedule and budget and the ECMs are beginning to pay for themselves through utility savings.
Reducing Building Energy Consumption in Zero Energy Buildings (ZEB)McKenney's Inc
A zero-energy building (ZEB) produces enough renewable energy to meet its own annual energy consumption requirements by using all cost-effective measures to reduce energy usage through energy efficiency. Learn more at http://blog.mckenneys.com/2018/06/reducing-building-energy-consumption-in-zero-energy-buildings-zeb/
Turnkey Solution for an ESPC (Energy Savings Performance Contract) ProjectMcKenney's Inc
Through an energy savings performance contract, McKenney’s Building Performance Solutions provided a turnkey solution to an aging, inefficient heating system at a large maximum security prison in Georgia.
McKenney’s, Inc. Critical Systems - High-Quality Mechanical Services for Miss...McKenney's Inc
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McKenney’s is the right choice for reliable, well-designed rainwater and condensate harvesting systems because they bring a powerful combination of experience, commitment and innovation.
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Protect your investment and consider a plumbing preventive maintenance program for your facility. Check out our plumbing services page for more information at http://plumbing.mckenneys.com/
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Creating a Showstopper in Charlotte - Mechanical Systems InstallationMcKenney's Inc
McKenney's installed mechanical systems at a high-rise office building in downtown Charlotte that faced a tight schedule for completion. Extensive planning and coordination allowed McKenney's to sequence the work and overcome equipment issues to finish installation on time, allowing the owners to lease spaces as scheduled. The project team worked creatively within the compressed timeline for startup and commissioning of key mechanical equipment.
McKenney’s is building a wide range of energy-efficient mechanical systems using green practices for the 325,000-square-foot medical center in Braselton, Georgia.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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Restoration of HVAC Systems, Design/Build Solution, Commissioning and more at Warner Robins Air Logistics Center
1. Project Highlights
McKenney’s turnkey HVAC services
and Mentor-Protégé partnership Project Team
paint an efficient picture for žž Prime Contractor:
Willis Mechanical
Warner Robins Air Logistics Center žž Owner: WRALC
B
uilding 89 at the Warner Robins Ten years prior, McKenney’s was the prime
žž Engineer: McKenney’s Inc.
Air Logistics Center (WRALC) is contractor responsible for the design and
used for depainting and painting construction of the large, custom-built air The Challenge
large military cargo aircraft. Monitoring and handlers. As such we were called in by
regulating temperature and humidity in the the Maintenance Wing Energy Manager žž Identify Bldg. 89 HVAC issues
hangar is critical during the painting process for WRALC to evaluate existing equipment
žž Offer solutions and budgets to
to meet the technical order and ensure the and controls in order to provide recommen- repair equipment and controls
žž Provide an opportunity for our
protégé by offering a turnkey
solution for the hanger repairs
The Solution
žž An initial audit under a govern-
ment credit card purchase
žž Offered a turnkey design/build
solution that met the base’s
tight schedule and budget
žž Leveraged a mentor-protégé
affiliation to expedite repairs
žž Trained base maintenance staff
to minimize future malfunctions
The Results
žž Returned the HVAC systems
back to their original functioning
quality of the surface finish. In the winter dations for restoring the HVAC system
states, including controls
of 2009, temperatures were well below to its original functioning state. The initial
normal. The chilled water and heating coils evaluation was performed under a govern- žž Allowed uninterrupted painting
in the 300,000 cfm, 100 percent outside ment credit card purchase. of planes in Bldg. 89 while
air handling units serving the hanger froze continued on reverse providing optimal temperature
and burst. and humidity during the process
žž Continued our successful
protégé relationship by providing
For more information contact McKenney’s at 404-622-5000. an introduction to WRALC
info@mckenneys.com www.mckenneys.com