標(biāo)題: Titlebook: Risk Navigation Strategies for Major Capital Projects; Beyond the Myth of P Asbj?rn Rolstad?s,Per Willy Hetland,Richard E. Wes Book 2011 Sp [打印本頁] 作者: 監(jiān)督 時(shí)間: 2025-3-21 17:01
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書目名稱Risk Navigation Strategies for Major Capital Projects讀者反饋學(xué)科排名
作者: Optometrist 時(shí)間: 2025-3-21 21:24 作者: Accrue 時(shí)間: 2025-3-22 01:49 作者: jumble 時(shí)間: 2025-3-22 04:37 作者: climax 時(shí)間: 2025-3-22 09:24 作者: 我們的面粉 時(shí)間: 2025-3-22 16:44 作者: Fibrinogen 時(shí)間: 2025-3-22 20:15
1614-7839 s for Major Capital Projects. is intended for executives investing in major projects, project leaders and managers, as well as those with a teaching or research interest in project and risk management..978-1-4471-2666-9978-0-85729-594-1Series ISSN 1614-7839 Series E-ISSN 2196-999X 作者: 粘連 時(shí)間: 2025-3-23 00:26 作者: 駭人 時(shí)間: 2025-3-23 02:24
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneyers andteacher educators. It provides pedagogical implications and suggestions for promoting digital literacy and autonomy in online education. This book provides valuable insights for researchers, teacher educ978-981-99-0516-4978-981-99-0514-0作者: 補(bǔ)充 時(shí)間: 2025-3-23 08:54
Book 2011ramework for taking project management best practice to the next level..Risk Navigation Strategies for Major Capital Projects. is intended for executives investing in major projects, project leaders and managers, as well as those with a teaching or research interest in project and risk management..作者: 兇殘 時(shí)間: 2025-3-23 11:35 作者: BILIO 時(shí)間: 2025-3-23 14:05
problems (poor internet performance and unsupported teaching–learning devices), home environment and socio-emotional variables (necessity of building parent-teacher partnership, ensuring parental involvement in learning EFL), families’ and teachers’ skills and competences (low digital literacy), an作者: Foreshadow 時(shí)間: 2025-3-23 18:20
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneyor projects of this kind to have an impact beyond their immediate context, it is necessary for educators to involve project reference groups in an ongoing evaluation of the programs and the factor that affect student engagement. This time, the funding was limited, which in turn affected the referenc作者: 協(xié)議 時(shí)間: 2025-3-24 01:14 作者: Fraudulent 時(shí)間: 2025-3-24 06:21 作者: BIAS 時(shí)間: 2025-3-24 09:50
in combination with Project-Based Learning (PBL) with young and very young learners in order to develop Citizenship, Environmental and Basic Financial Education as basic cross-curricular areas for integration, wellness and sustainable living. The main aims and outputs of the project as well as its 作者: 知道 時(shí)間: 2025-3-24 14:13
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. WestneyFramework for Education and Training (ET 2020), 2011; Ioannou-Georgiou & Pavlou, .. European Commission, 2011). One of the reasons for the reluctance to its practice is the apparent lack of considerable teaching contents which form the basis of a content and language-based approach. However, if cont作者: Banister 時(shí)間: 2025-3-24 16:47
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneye will examine the steady state behaviour of participants in an electricity market to fully analyze the hypothesis that the stochastic programming market clearing mechanism is less fossil fuel (and hence CO.) intensive than a conventional two settlement market through some simple examples.作者: 哀悼 時(shí)間: 2025-3-24 20:02
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneye presents a problem for minimizing CCS cost depending on several operational variables in an emerging and promising option for CO. capture. The last example shows a formal optimization problem with a different objective function, minimizing the cost penalties associated to CO. compression. It is co作者: Annotate 時(shí)間: 2025-3-24 23:22 作者: commonsense 時(shí)間: 2025-3-25 06:45 作者: 鞭子 時(shí)間: 2025-3-25 07:57
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneyrithm; spatially process the image to distinguish signal and noise; map the signals to a standard color space; and apply tone-scaling. Critical sensor performance measures for CMS applications include signal to noise ratio (SNR) and modulation transfer function (MTF); the advanced Fourier metric noi作者: 最高峰 時(shí)間: 2025-3-25 12:50 作者: Accessible 時(shí)間: 2025-3-25 17:16 作者: 莎草 時(shí)間: 2025-3-25 23:01
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneyrithm; spatially process the image to distinguish signal and noise; map the signals to a standard color space; and apply tone-scaling. Critical sensor performance measures for CMS applications include signal to noise ratio (SNR) and modulation transfer function (MTF); the advanced Fourier metric noi作者: 手工藝品 時(shí)間: 2025-3-26 00:10 作者: Permanent 時(shí)間: 2025-3-26 04:37
Asbj?rn Rolstad?s,Per Willy Hetland,George Farage Jergeas,Richard E. Westneys 27 comprehensive chapters include the latest research and practice related to: Survivors’ quality of life, and how it can be assessed; Managing everyday and chronic stress; Depression, anxiety, pain disorders, and cognitive changes.Coping, adaptation, and resilience; Behavior change strategies – e作者: wall-stress 時(shí)間: 2025-3-26 08:59
s 27 comprehensive chapters include the latest research and practice related to: Survivors’ quality of life, and how it can be assessed; Managing everyday and chronic stress; Depression, anxiety, pain disorders, and cognitive changes.Coping, adaptation, and resilience; Behavior change strategies – e作者: rheumatism 時(shí)間: 2025-3-26 14:43 作者: 萬花筒 時(shí)間: 2025-3-26 17:37 作者: 彎腰 時(shí)間: 2025-3-27 00:37
978-1-4471-2666-9Springer-Verlag London Limited 2011作者: 抓住他投降 時(shí)間: 2025-3-27 04:34 作者: minaret 時(shí)間: 2025-3-27 08:01 作者: 問到了燒瓶 時(shí)間: 2025-3-27 12:35
https://doi.org/10.1007/978-0-85729-594-1Capital Projects; Decision Making; Executive Management; Project Management; Risk Management; quality con作者: 脊椎動物 時(shí)間: 2025-3-27 17:29 作者: Anticoagulants 時(shí)間: 2025-3-27 18:54
Exposing the Myth of Predictabilityion is given to defining performance risks and too little attention is given to understanding organization and background risks. The traditional way of managing risk is focused on predicting the future more accurately to obtain less risk exposure. Yet, the industry still experiences major cost overr作者: averse 時(shí)間: 2025-3-28 00:53
Rethinking Project Risk Managementics such as a phase-gated development process, governing documentation, team alignment, risk management, stakeholder management, and contract structure. The conventional thinking about project risk has led to much attention on the concept of front-end loading. The main philosophy behind this concept作者: 濃縮 時(shí)間: 2025-3-28 03:03 作者: Humble 時(shí)間: 2025-3-28 07:51
Jaywalking with George. In this chapter we illustrate and introduce near-term thinking and argue that just-in-time planning without looking too far ahead is more suitable for navigating project risks. We also provide a quick review of relevant material from Kim and Mauborgne [1] and Wysocki [2].作者: gruelling 時(shí)間: 2025-3-28 12:44
Expanding the Project Risk Conceptof the project manager. The level of risk is related to how aggressive the project objectives and execution strategies have been defined. The strategic risks are in the domain of corporate management. A major concern is related to how mature the project definition is at the various decision gates. I作者: instulate 時(shí)間: 2025-3-28 15:09
The Change Processomorrow. Business strategies reinforced by corporate values and new leadership principles drive project challenges that are new to most project managers today. New knowledge and enhanced project management skills are required, but often rejected by managers claiming they know best themselves. To ove作者: 不公開 時(shí)間: 2025-3-28 20:19
Reshaping the Governance Systeme Project Executive Officer is used to underline the importance of this position as being the CEO of a temporary organization accountable for the successful completion of a set of non-standard one-of-a-kind tasks with a financial exposure similar to that of major corporations. Six dimensions of lead作者: 隨意 時(shí)間: 2025-3-28 23:27
Improving the Decision Process which the cost and time of the engineering and construction are only a part. While project cost and time impact the commercial and financial aspects of the project (and vice versa), organizational silos and other constraints often inhibit the management of these interfaces. This chapter will descri作者: 過時(shí) 時(shí)間: 2025-3-29 06:26
A New Strategic Planning Modeligation strategies. The project risk analysis commences with a comprehensive review of the project challenge. Threats, in terms of risk factors, are identified to assess the level of operational, strategic and contextual risks that constitute the total project risk exposure. If the project risk leve作者: Initiative 時(shí)間: 2025-3-29 09:12
Redefining the Project Execution Strategy set of dynamic means to enhance project business value in the new rather turbulent world. In the new world, the project is tied to the middle of the three phases in which the business venture develops; exploring the value potential, creating business value and delivering business value. An array of作者: 異常 時(shí)間: 2025-3-29 12:57 作者: 神圣在玷污 時(shí)間: 2025-3-29 16:20 作者: 愛國者 時(shí)間: 2025-3-29 20:45
Exposing the Myth of Predictability necessarily reduce with time, they have and retain significant uncertainty which can be expressed as volatility. The relationship between risk exposure and volatility provides a new way of looking at project risk.作者: Expressly 時(shí)間: 2025-3-30 00:41 作者: 觀察 時(shí)間: 2025-3-30 05:08 作者: AGATE 時(shí)間: 2025-3-30 09:45
Rethinking Project Risk Managementsk may contain four steps: identification of risk factors, risk analysis, risk action plan, and risk control. Management is about making decisions, and decisions introduce risk. The decision process and terms like uncertainty and risk are elaborated in this chapter.作者: 苦笑 時(shí)間: 2025-3-30 12:38
A New Approach to Project Risk Navigationject Risk Navigator is introduced. This contains three main components: governance system, decision process, and strategic planning. A comparison between the new approach and the conventional way is made.?作者: artless 時(shí)間: 2025-3-30 19:41
Enhancing the Effectiveness of Project Teamsolving issues/disputes in a timely manner. The Project Charter is the focal point of this process and is developed to achieve clarity in mission, stakeholder alignment and agreement of a plan for successful and achievable delivery of the project.
