Thesis (M.A.)--University of Texas at Arlington, 2008.

Thesis(Ph.D.)--Case Western Reserve University, 2010 / Title from PDF (viewed on 2010-01-28) Department of Epidemiology and Biostatistics Includes abstract Includes bibliographical references and appendices Available online via the OhioLINK ETD Center

"Prepared in partial fulfillment of the requirements for the degree of master of arts in Public administration at the University of Minnesota."--Foreword. / Bibliography: p. iii-xii.

Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 150-157). Available also in a digital version from Dissertation Abstracts.

Thesis (M.S. in Operations Research)--Naval Postgraduate School, September 1990. / Thesis Advisor(s): Halwachs, Thomas E. Second Reader: Sovereign, Michael G. "September 2009." Description based on title screen viewed on December 17, 2009. DTIC Descriptor(s): Computer programs, cost effectiveness, economics, parameters, compatibility, public opinion, costs, availability, laboratories, operations research, microcomputers, economic analysis, reduction. DTIC Identifier(s): Economic analysis, personal computers, present value, cash flow diagram, discount rate, system effectiveness analysis, system performance, sensitivity analysis, sensitive, insensitive, life cycle costs. Author(s) subject terms: Present Value (P.V.), Cash flow diagram, Life-Cycle-Cost (L.C.C.), Discount rate, system-effectiveness analysis, system performance, break-even analysis, sensitivity analysis, sensitive, insensitive. Includes bibliographical references (p. 72-73). Also available in print.

Thesis (M.S.)--Worcester Polytechnic Institute. / Keywords: process based cost model; cost model; fuel cell; PBCM; multi-layer ceramics; sofc; solid oxide fuel cell. Includes bibliographical references.

Subcontractors have finite resources that should be allocated simultaneously across many projects in a dynamic manner. Significant scheduling problems are posed by concurrent multi-projects with limited resources. Unfortunately, with a lack of appropriate models, subcontractors mostly make decisions based on their previous experiences to allocate their resources to multiple projects. Moreover, subcontractors frequently reallocate their resources in response to schedule changes and site conditions. In response to schedule changes or project demand, these factors should be taken into account before reallocating resources: site conditions, completion dates, overtime usage, productivity, and complementarity. This research has developed a descriptive cost model for a subcontractor with multi-resources and multi-projects. The model was designed for a subcontractor to use as a decision-making tool for resources allocation and scheduling. The model identified several factors affecting productivity. Moreover, when the model was tested using hypothetical data, it produced some effective combinations of resource allocation with associated total costs. The objective of this thesis is to identify the effect of productivity changes on the total cost resulting from shifting crews across projects using a descriptive model. Furthermore, a subcontractor minimizes total costs by balancing overtime costs, tardiness penalties, and incentive bonus, while satisfying available processing time constraints. / text

No description available.

Conventional management accounting practices do not provide adequate information for managing the environment in a world where environmental concerns, as well as environment-related costs, revenues, and benefits, are on the rise. Environmental management accounting (EMA) is a tool used for balancing the interaction between the economic, social and technological factors in the development process to achieve conditions for sustainable development. In this study, a survey and case study technique is used to document a South African perspective on EMA. The findings indicate that, while EMA is gaining increasing awareness, its application is still at its infancy. Some of the elements of EMA may be found in practice, but they are not called EMA. Based on the findings, ten steps for implementing EMA are suggested.

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