The document provides comments on Project GROUND, an intelligence operation outline. It notes that the outline is sufficient but that field thinking has changed since it was prepared. A re-evaluation of paramilitary efforts is underway that may require some amendments to the outline, particularly to cancel out aspects no longer applicable. However, the changes are not expected to be basic and should not further delay approval of Project GROUND. The document also provides specific comments on aspects of the outline that require updating based on changes in operational status and field assessments.
A quick guide to navigating Queensland's new Planning Act's key development assessment process provisions and the assessment and decision requirements.
Achieving the Unachievable: Aligning a Project with Stakeholder ExpectationsAcumen
This white paper walks through a case study on a major capital expenditure project that was able to achieve a faster, risk-adjusted, and still achievable schedule using a combination of schedule and risk analytics based on Acumen's S1>S5 schedule maturity framework.
EXTENSION OF TIME CLAIMS IN OIL AND GAS CONSTRUCTION PROJECTSHossamNegidaPMPRMPPS
This document is dedicated to projects especially in Oil and Gas field wherein, in light of rapid and continuous development of the construction process and under intense competition in order to acquire reasonable profits, they are facing naturally lot of delays and disruptions which lead to exert huge efforts for proving these delays.
A quick guide to navigating Queensland's new Planning Act's key development assessment process provisions and the assessment and decision requirements.
Achieving the Unachievable: Aligning a Project with Stakeholder ExpectationsAcumen
This white paper walks through a case study on a major capital expenditure project that was able to achieve a faster, risk-adjusted, and still achievable schedule using a combination of schedule and risk analytics based on Acumen's S1>S5 schedule maturity framework.
EXTENSION OF TIME CLAIMS IN OIL AND GAS CONSTRUCTION PROJECTSHossamNegidaPMPRMPPS
This document is dedicated to projects especially in Oil and Gas field wherein, in light of rapid and continuous development of the construction process and under intense competition in order to acquire reasonable profits, they are facing naturally lot of delays and disruptions which lead to exert huge efforts for proving these delays.
THIRD PARTY VALIDATION FOR RESETTLEMENT (SOCIAL SAFEGUARD) - MDTF- ERRP Pk...zubeditufail
THIRD PARTY VALIDATION FOR RESETTLEMENT (SOCIAL SAFEGUARD)
“Up-gradation & Rehabilitation of Road on the Right Bank of River Swat
Package 2: Shamozai to Dadahara
Package 3: Chakdara to Shamozai
Under ERRP for KPK (MDTF Scheme)”
Table of ContentsProject ObjectiveRationale for Projec.docxssuserf9c51d
Table of Contents
Project Objective
Rationale for Project
Stakeholders Analysis
Statement of Work:
Risk Assessment
Timeline
Scope Statement Development
WBS Structure
WBS Dictionary
Scope Baseline Maintenance
Scope Change
Deliverable Acceptance
Scope and Requirements Integration
Schedule Methodology
Schedule Tools
Schedule Reporting and Format
Process Management
Activity identification
Activity sequencing
Estimating resources
Estimating effort and duration
Schedule Reduction
Rules for Performance Measurement
Cost Reporting and Format
Project Estimate Bottom-Up and Expert Judgement Approach
Updating, monitoring and controlling
Labor
Outsourced Services
Inspections and Permits
Contingencies
Earned Value Analysis and Report
Appendix
Exhibit 1. Budget chart
Exhibit 2 Network Diagram
Exhibit 3 Outsourcing Contract
Exhibit 4 PERT Analysis
Exhibit 5 Status Reporting Format
Exhibit 6 EV Metrics at completion as well as time phased cashflow plan
Exhibit 7 Closeout Checklist
Exhibit 8 Project Flow Gantt Chart
Exhibit 9 Project Schedule
Exhibit 10 Resource Loading
Exhibit 11 Crashed Schedule
References
Project Objective
This project will transition the SMS LAB Engineering helicopter production line from its current location in Barstow, CA to a newer and more centralized location, just south collocated with a local regional airport in Aerial Acres, CA. The move will be completed in 6 weeks (42 calendar days), safely and with a cost not to exceed $1.1 million.
Rationale for Project
There is a business need to move the helicopter production line from its current facility that is 50 miles from the flight test center to a newer location more centralized to the overall organization’s operations. Once the new location is operational there will be a realized savings in lease costs, reduced risk, and reduced transportation costs of moving the helicopters to the flight test center.
Currently the lease for the building where the production line is located is ending and the organization has decided to not renew due to budgetary constraints and have opted to centralize operations.
Stakeholders Analysis
The stakeholders that are involved with the movement of the helicopter production line from the Barstow facility to the new Aerial Acres facility are spread amongst the entire company. The stakeholders will be evaluated and classified using a power/influence grid method. It is important to be able to keep all participant levels of the project informed and with this grid evaluation, status updates and meetings can be tailored to the requirements of that specific group of stakeholders.
As depicted in the grid evaluation there are four main groups of stakeholders. All have different levels of power and participation/influence over the execution and overall outcome of the project. Upper management has high power but not as much influence as the middle managers because the middle managers will be actually working hands on with the project move while upp ...
Project Schedule Changes
Kimberley Manzo
MGT/402 A01
Laura Williams
Argosy University
Edit the text with your own short phrases.
To change the sample image, select the picture and delete it. Now click the Pictures icon in the placeholder to insert your own image.
The animation is already done for you; just copy and paste the slide into your existing presentation.
Getting it done on time
It is not an unusual thing to find out that some of the work initially thought to be simpler turns out to be a bit complex. Especially during the execution of a project, hence the need to make quick and immediate adjustments on the project plan. It’s important that it gets completed on the stipulated timeframe as outlined below.
1. WORKING OVERTIME
So as to finish the project on the stipulated time plan it will be prudent to hire another contractor for an additional fee of $200,000. They can help with the framing and drywall work, as the other contractor is willing to release only half of the workers. This may derail our timeframe of finishing the project on time. The workers will have to pull their efforts together and work overtime so as to ensure that the project gets completed on the scheduled time.
2. SCRUTINIZING ON PROJECT DEPENDENCIES
Some of the tasks that greatly depend on others for them to get started must be channeled towards the speeding up of the lagging behind tasks. For example instead of the workers who will be doing electrical work, can finish building work benches. It would be prudent to channel the labor towards the framing and drywall work, which is on the critical path of the project. This must be done carefully so it doesn’t affect the other sectors of the project. Making sure the project gets completed on time.
3.SWAPPING RESOURCES
After assessing the project closely it was realized that some of the workers were incompetent. For example the finish work contractors left the work half-way through and walked away. It became crucial to reassign the duty to other team members who are not on the critical path of the project i.e. the work bench workers who may do a much perfect job than the finish work employees.
4. CRASHING THE SCHEDULE
This means adding more resources to tasks on the critical path of the project. For example it is advisable to take a few of the workers from other tasks that are not critical and assign them on the framing and drywall work. Since the contractor has only agreed to release half of their workers to come and work on the project. Alternatively it would be wise to loan some workers to help complete the project on time.
5. REALLOCATION OF SOME RESOURCES
Tasks that are making the project lag behind are those found on the critical path such as framing and drywall work. It is recommended that since these are the tasks most crucial to the completion of the project, it would be wise to channel some resources from the less demanding tasks to come and fast track the project. The main goal is to make s ...
In this issue:
Planning for Adverse Weather – p.1
Sorin Ghiuta, Senior Planning Engineer
Termination of the Contract: A means to an end or an end to the means? – p.3
Radu Giumanca, Senior Contracts Manager
Changes in legislation and claims pursuant to FIDIC Sub-Clause 13.7 – p.5
Flaviu Rusu, Quantity Surveyor
Our employees are our most valuable asset! – p.8
Your Role as a Control Account Manager in the Integrated Baseline Review (IBR)Glen Alleman
The IBR is a joint assessment of the Performance Measurement Baseline (PMB) conducted by the government program manager and the contractor. The IBR is not a one-time event. It is a process, and the plan should be continually evaluated as changes to the baseline are made (modifications, restructuring, etc.).
THIRD PARTY VALIDATION FOR RESETTLEMENT (SOCIAL SAFEGUARD) - MDTF- ERRP Pk...zubeditufail
THIRD PARTY VALIDATION FOR RESETTLEMENT (SOCIAL SAFEGUARD)
“Up-gradation & Rehabilitation of Road on the Right Bank of River Swat
Package 2: Shamozai to Dadahara
Package 3: Chakdara to Shamozai
Under ERRP for KPK (MDTF Scheme)”
Table of ContentsProject ObjectiveRationale for Projec.docxssuserf9c51d
Table of Contents
Project Objective
Rationale for Project
Stakeholders Analysis
Statement of Work:
Risk Assessment
Timeline
Scope Statement Development
WBS Structure
WBS Dictionary
Scope Baseline Maintenance
Scope Change
Deliverable Acceptance
Scope and Requirements Integration
Schedule Methodology
Schedule Tools
Schedule Reporting and Format
Process Management
Activity identification
Activity sequencing
Estimating resources
Estimating effort and duration
Schedule Reduction
Rules for Performance Measurement
Cost Reporting and Format
Project Estimate Bottom-Up and Expert Judgement Approach
Updating, monitoring and controlling
Labor
Outsourced Services
Inspections and Permits
Contingencies
Earned Value Analysis and Report
Appendix
Exhibit 1. Budget chart
Exhibit 2 Network Diagram
Exhibit 3 Outsourcing Contract
Exhibit 4 PERT Analysis
Exhibit 5 Status Reporting Format
Exhibit 6 EV Metrics at completion as well as time phased cashflow plan
Exhibit 7 Closeout Checklist
Exhibit 8 Project Flow Gantt Chart
Exhibit 9 Project Schedule
Exhibit 10 Resource Loading
Exhibit 11 Crashed Schedule
References
Project Objective
This project will transition the SMS LAB Engineering helicopter production line from its current location in Barstow, CA to a newer and more centralized location, just south collocated with a local regional airport in Aerial Acres, CA. The move will be completed in 6 weeks (42 calendar days), safely and with a cost not to exceed $1.1 million.
Rationale for Project
There is a business need to move the helicopter production line from its current facility that is 50 miles from the flight test center to a newer location more centralized to the overall organization’s operations. Once the new location is operational there will be a realized savings in lease costs, reduced risk, and reduced transportation costs of moving the helicopters to the flight test center.
Currently the lease for the building where the production line is located is ending and the organization has decided to not renew due to budgetary constraints and have opted to centralize operations.
Stakeholders Analysis
The stakeholders that are involved with the movement of the helicopter production line from the Barstow facility to the new Aerial Acres facility are spread amongst the entire company. The stakeholders will be evaluated and classified using a power/influence grid method. It is important to be able to keep all participant levels of the project informed and with this grid evaluation, status updates and meetings can be tailored to the requirements of that specific group of stakeholders.
As depicted in the grid evaluation there are four main groups of stakeholders. All have different levels of power and participation/influence over the execution and overall outcome of the project. Upper management has high power but not as much influence as the middle managers because the middle managers will be actually working hands on with the project move while upp ...
Project Schedule Changes
Kimberley Manzo
MGT/402 A01
Laura Williams
Argosy University
Edit the text with your own short phrases.
To change the sample image, select the picture and delete it. Now click the Pictures icon in the placeholder to insert your own image.
The animation is already done for you; just copy and paste the slide into your existing presentation.
Getting it done on time
It is not an unusual thing to find out that some of the work initially thought to be simpler turns out to be a bit complex. Especially during the execution of a project, hence the need to make quick and immediate adjustments on the project plan. It’s important that it gets completed on the stipulated timeframe as outlined below.
1. WORKING OVERTIME
So as to finish the project on the stipulated time plan it will be prudent to hire another contractor for an additional fee of $200,000. They can help with the framing and drywall work, as the other contractor is willing to release only half of the workers. This may derail our timeframe of finishing the project on time. The workers will have to pull their efforts together and work overtime so as to ensure that the project gets completed on the scheduled time.
2. SCRUTINIZING ON PROJECT DEPENDENCIES
Some of the tasks that greatly depend on others for them to get started must be channeled towards the speeding up of the lagging behind tasks. For example instead of the workers who will be doing electrical work, can finish building work benches. It would be prudent to channel the labor towards the framing and drywall work, which is on the critical path of the project. This must be done carefully so it doesn’t affect the other sectors of the project. Making sure the project gets completed on time.
3.SWAPPING RESOURCES
After assessing the project closely it was realized that some of the workers were incompetent. For example the finish work contractors left the work half-way through and walked away. It became crucial to reassign the duty to other team members who are not on the critical path of the project i.e. the work bench workers who may do a much perfect job than the finish work employees.
4. CRASHING THE SCHEDULE
This means adding more resources to tasks on the critical path of the project. For example it is advisable to take a few of the workers from other tasks that are not critical and assign them on the framing and drywall work. Since the contractor has only agreed to release half of their workers to come and work on the project. Alternatively it would be wise to loan some workers to help complete the project on time.
5. REALLOCATION OF SOME RESOURCES
Tasks that are making the project lag behind are those found on the critical path such as framing and drywall work. It is recommended that since these are the tasks most crucial to the completion of the project, it would be wise to channel some resources from the less demanding tasks to come and fast track the project. The main goal is to make s ...
In this issue:
Planning for Adverse Weather – p.1
Sorin Ghiuta, Senior Planning Engineer
Termination of the Contract: A means to an end or an end to the means? – p.3
Radu Giumanca, Senior Contracts Manager
Changes in legislation and claims pursuant to FIDIC Sub-Clause 13.7 – p.5
Flaviu Rusu, Quantity Surveyor
Our employees are our most valuable asset! – p.8
Your Role as a Control Account Manager in the Integrated Baseline Review (IBR)Glen Alleman
The IBR is a joint assessment of the Performance Measurement Baseline (PMB) conducted by the government program manager and the contractor. The IBR is not a one-time event. It is a process, and the plan should be continually evaluated as changes to the baseline are made (modifications, restructuring, etc.).
Het kabinet spreekt alsnog grote waardering uit voor leden en nabestaanden van de Stay Behind-organisatie, een ultrageheime verzetsgroep die tijdens de Koude Oorlog klaarstond om het gewapend verzet te gaan vormen. Het is voor het eerst dat de Nederlandse regering publiekelijk de organisatie prijst.
List of meetings Bill & Melinda Gates Foundation has held with Commissioners,...Thierry Debels
List of meetings Bill & Melinda Gates Foundation has held with Commissioners, Members of their Cabinet or
Director-Generals since 01/12/2014 under its current ID number in the Transparency Register:
371567915480-41.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
1. DECLASSIFIED AND RELEASED BY
CENTRAL INTELLIGENCE ADENtY
SOURCESMETHODSEXEMPTION3120
NAZI WAR CRIMESO I SCLOSURC AT
DATE 2007
SeVA-4042
Chief, ME
Attention;
Chief of la, Austria
Operational/aRBOUNCE
Field Comments on CAtCROOND Project Outline
RePs EAVW-1541 (with attachments) -el 6e4p1) 571 ( Irtr,
490M ti42 4141n-.4.
1. After review of the project outline, we see no need for its revision
prior to final approval try the PRO. It covers the talk of the activities in
which we hope ultimately to be able to engage end provides for the personnel,
funds and supplies needed for the accomplishment of operational objectives.
In addition, it has sufficient flexibility, eapecially when the possibilities
for later amendments are taken into account, to afford a realistic adjust-
ment of operational effort Whenever such may be required by our re-evaluation
of practical conditions in the field, or actual changes in those conditions.
2. Our principal negative comment would be that field thinking with
respect to certain aspects of the overall paramilitary effort has changed
rather markedly since the preparation of the operational estimates on
the project outline vas clearlybased. This statement should in no sense
be taken as an adverse criticism of Washingtonl a efforts in the preparation
of the outline, since in some cases, headquarters has not yet been informed
of these changes in field concepts. Unfortunately, it is net feasible te
re...valuate the paramilitary picture at regular intervals and produce neat
and clearly-defined statements of the results with minimum delay. As Washing-
ton, will doubtless appreciate, re-evaluation is end should be a continuing
process. Various members of the Mission oompetent to discuss the paramilitary
field are consulted and given opportunity to contribute their own thinking
to the overall effort. Before the Masten as a ehole can p co a defini-
tive status report and operational program, time inevitably passes. The
result is that field thinking necessarily is with respeet to local operations
ahead of Washington, which is in fact almost bound to rely for information
on *at the field has reported during earlier periods,
3. A rather intensive period of operational re-evaluation, including
the paramilitary field, is now in progress here. We expect that the results
will begin to arrive in Washington within the next 30 days. In terms of the
changes we believe will be required in oar effort, we expect that project
amendments will perhaps be necessary after a **le. We do not believe, how-
ever, that such changes will be basic or that they will in any way justify
farther delay in the processing of Project OUROCIRD.
2. PaSe 2
FAVA-4042
6 ikc Roo No 0 es co /114.
pea Co NA ,41 C.-CR CR 6 0 PLO Pco-0 vt-11
4. The following are the comments felt to be appropriate at this time;
they are keyed to the subdivisions in the project outline itselfa
a* Pan. 4 A,(2.31 We interpret this objective as in fact
incorporating prole assets under ORDAGGER/PH and =LAUNCH, the latter
with respect to the Selsbun:-Tirol area * You should by now be in
receipt of EASA*1543/ 21 June len, of which paragraph 4 well sums 4P
our current thinking with respect to GRLAUNCH. In brief, we no longer
consider this project as a reasonably dependable asset on *doh MARK
war planning can properly be based, although we recognise the pc:seal-lit/
that elements of it may still exist and be available for operational use
when war begins * We have thus placed it on a holding basis Ap our d-
retion (it is stressed that the Principal Agent has Babson sezved
no' ee of any baste change in our attitude). It will of course, be our
Intent and endeavor to avoid alienating the goodwill of the Principal
Agent or his chief subordinates. It may be poseible to achieve this
by convincing the Principal Agent that our suspension of operational
effort is the result of broad paramilitary policy over which we locally
have no control, and not because of any dissatisfaction with him or his
group (it has been noted that the Principal Agent has at tines appeared
to belive that his activities receive attention at very high levels),
1
This will, of course, be a problem which the 4440 officer will have to
feel his ear through* In conclusion, however, we emphasise again that
we cannot continue to count on GRUM in our minds as a paramilitary
asset, and we expect that our future relations with the project will be
fundamentally different from those which we shall maintain with =AGM
in this sphere,
b. Pa C I and The same comments apply to these
sections as • e paragraph*
C. C 2 t Since this section deals again largely with
ONIAUNCH, the second paragraph of it, concerning the Salzburg and Tirel
group, is no longer applicable, •
da !ere. 4 0 With regard to the present statue of certain of
the E & R.P0eJecteo the following considerations should be noted:
(1) Project =REPAIR may have to take care of a larger segment
than originally envisaged, because of inadequacies, which have
developed in ?rojects =PIGLET and GROIVING. No steps have been
token in this direction as yet, but in general, we shall have to
use spotting assete (of which =RUM 3 is one) as the situation
may demand. To date, both =PIGLET 1 and GROIVINO 1, as progress
and contact reports for these projects have made abundantly clear,
have proven extremely disappointing with respect to spotting; in
fact, this weakness is the chief reason for lack of real progress
under both these projects * We consider it quite likely that we
3. Page )
EAVA-4042
shall have to develop new Principal Agents: for the eastern end
of the line, and it is conceivable that ORREPAIR 3* as well as
perhaps other station agents, may be able to assist inm purely
spotting role.
(2) GROIVING 10 we can now tate with certainty * is not and
never will be a Principal Agent. All we can hepe for from him is
that he will be available as a W/T operator * in which role he is
adequate.
(3) ORPIGIBT 1 0 whome/me shall exploit for whatever we can get
out of him, is also undoubtedly to be dissounted fully as a Principal
Agent. The mesons for this include his obvious paramount interest
in his new job for ex-King Leopold, which keeps him out of the area
in which we are interested except for short and irregular periods*
and his expressed disilluaienment with KUBANK as &result of his
stay in the U.S. and the slowness with which the project has
developed In the field.
e. Para, 5 A (3): Comments above regarding GRLAUNCH Opply here as
well.
• Para. 5 D (2); The final sentence of this paragraph appears a
trifle too cheerful to be consistent with the results of the assessment*
and other recent traffic transmitted to headquarters.
5. Over and above the revisions which we feel mey ultimately be necessary
to 'cancel out*, operational aspects *Joh are no longer applicable Which
revisions are not * we emphasise, necessary within the immediate future, prior
to the time at which the project is submitted for formal approval), we alio
foresee eventual amendments to cover the carrying out of activities not now
specifically mentioned in the present project outline. Those activities will
be covered in detail in a dispatch on proposals for a revised paramilitary
Program soon to be prepared. Among the ROW activities we shall propose in
this program are such operations as the recruitment and training of individual
"leader types" (who will net be incorporated into any nuclei during the pre-
war period) from locationne all parts of Austria; preparation of operational
briefing folders for the mere impArtant probable wartime areas; and establisb.
sent of small ente.man *babes in various locations for use of wartime *gents,
whether now spotted or net. In essence, however, the addition of such
activities will not conflict with, but will rather supplement the objectives
let forth in the project outline. They will also involve only small outlay
of cash or supplies.
6. To sum up, although we desire that the Washington desk keep the above
comments in mind, in evaluating the status of our existing paramilitary opera-
time* we are fully satisfied with the project 'outline of GRCROOND and
appreciative of the effort which has been put into it. We should appreciate
4. I
Page 4
,AvA-4042
earliest possible advice regarding any important future dhangss which may
occur with respect to it such as formal approval, financial plans,
revisions, etc.
328 August 1953
ILLI#00400$
1 - Grower
1 - Gratlas
1 C