The project consists on the reconstruction of an old and obsolete hydropower plant situated in Ockelbo (Sweden). To carry out this goal it is done firstly a land survey on the place and a preliminary study of which kind of plant should be installed. After that it is done the management part of the project, summarized in the three documents called Business Case, Project Directive and Project Specification. These papers must be written before start running any project.   Before start writing the real project, it is explained a short background of hydropower plants and all their components, the current situation of the site studied and also the status of this green energy in Sweden. The name of the site where it is going to be placed the hydropower plant is Wij Trädgårdar and they want to make this area as an example of sustainability with different kind of green energy production.   Any project must have a pre-study to assure that the task is possible. The theoretical part explains this pre-study, looking at the best turbine and generator with the conditions given by the land survey. This part also gives an overview of the importance to manage a project, how to do it and people who take part on it.   Finally, on the part of the results, the theoretical installation that should be placed with its specifications is defined and also the amount of energy that it can produce. In addition, on the management part, there is concluded how to erect the new installation with the final solution given and those suppliers that will participate on the construction. Also, an economical study is included. The three management documents are added on the appendixes.

Working in projects is a common work-method of many companies today, andproject portfolios, a tool to manage all projects and ideas, are frequently used. Whenchoosing which project idea to start as a project the expected benefits have to bevalued, because they are what motivate a project to start. The expected benefits areeffects of the project result and should be well formulated and well prepared. It is theorderer’s responsibility to both formulate and evaluate them when project result hasbeen delivered. The problem with orderers is they often lack knowledge in projectmanagement and they believe the project manager should formulate the project idea,with its benefits. This misconception can be handled by providing relevant informationto anyone having an idea for a project. The information should be handled by theproject office´s because they are what orderers first turn to when having an idea. Theevaluation after project execution has to be demanded by the Project PortfolioManagement that manages the project portfolio, to make sure it is performed. Manyorderers claim they lack time to perform it and lack interest because they havealready gotten what they requested. However, an evaluation is of greater use than forthe single orderer, it will able the company to learn from both mistakes and successesmade in the project formulation. The Forum will also be able to know if theinvestment has paid off.

This thesis studys how work breakdown structure (WBS) in project planning could be of help for the case project. Moreover, and also want to analyze if and how This thesis aims to study how work breakdown structure (WBS) in project planning could be of help for the case project. Moreover. Finally it also analyzes if and how communication could be of help to solve delay problems by the use of WBS. All study is based on the theories of project management and communication. Case is from the real project of a recycle company in China.

That change processes are exciting but sometimes hard to implement for organizations is a known fact. But the change process that I am looking into in this study is beyond hard, as this was change that had to be implemented no matter what. This is the story about the project organization whose sole purpose was to create a permanent organization and then almost over night changed into a permanent, operating organization and with the major differences that entailed. What inspired me to do this research was most and foremost a self-experienced life as a ”project worker” for the same operating field as the case organization. The thrill of always stepping into unfamiliar territory and hardly ever having to do things two times was almost addictive. And it was the individual human aspect of this change that caught my interest for this study. How did they experience this massive change and, did they learn from it and how? And as we are all different as human beings, so was each experience different. After a series of two interviews per informant, conducted two years apart, emerged seven categories from the data analysis that had impacts on their experience, two transition categories and five learning categories. For transition emerged the categories of awareness of change and grief process. For learning emerged framework/ structure, psychological ownership, goal orientation/vision, interpersonal relationships and leadership as categories having an impact on their experiences. I used the results from the data analysis and discussed these with the background of different theoretical perspectives. To cover the vast area of aspects that emerged, I have used theoretical perspectives about project organizations vs. permanent organizations, organizational transitions, learning in organizations, psychological ownership, leadership and vision and goal orientation. My three very different informants had also very different roles in the organization and different private situations, which had an impact on their experienced outcomes of the process. For the category goal orientation/ vision my findings suggested that common for all three of them, however, was a lack of an experienced vision bringing them beyond the launch of the project and into the new permanent organization. With such a vision, transforming from project to permanent organization might have been a smoother process.

A study for scaffolding strategies in the project approach for kindergarten teacher Abstract The purpose of this research is an inquiry for kindergarten teachers¡¦ implement of project approach and types of scaffolding strategies. This study used qualitative research methods, with an implementation project approach for early childhood teacher. Through the way of participation in observation, collect project approach interaction and dialogue, and analysis of inductive teaching scaffolding strategies types. In addition, analysis of interviews with the teacher implementation project approach, while collecting important files, classes for data of triangular detection. The conclusions of this study provided as follows: First, preschool teachers in the implementation of a project approach, in the course of their choice of topic is consistent with the child's interest. Chard (1998), proposed five features to review teachers implementation topics course of history, their schema definition, and structural characteristics, helping children's physical and mental development. Project approach teachers in topic scenarios enhance early childhood learning and improve mental development. Second, demonstrate seven types of scaffolding strategies, including language-scaffold being most often introduced. Teachers used scaffold strategy to assist in the construction of knowledge, or to construct preschool curriculum orientation. Third, teachers with scaffold strategies, certainly help young children learning. The effectiveness of teacher practical knowledge and capacity enhancement, cognitive schema provides a learning environment. The attitude of parents is another factor of obstacles. Finally, prevalent in present, manpower shortage problem led to the heavy workload for the teachers in the kindergartens. Eventually, it is worth concerning the teaching time was deprived and the teaching quality and effectiveness was affected as well.

Company F is a well-known petrochemical group in Taiwan. In the early stage of the company founded, the engineering manpower is not sufficient for construction project. All construction projects generally execute with a whip style organization. Into the growth stage in the 1970s, the manpower of the engineering department has been quite adequate with professional skill. In that time, the whip-style organization of plant construction project change to function-style organization model. After the start of the 1990s, a large petrochemical expansion project was start; more than 10 plant construction projects must be executed at the same time. Company F allowing the use of a whip-style project management model to save project manpower. In last 10 years, both of two project organization modes were used when the petrochemical expansion coming to an end. According to the past experience, part of project has been quite successful and part of project failing in schedule, quality and cost control. In this thesis, according to individual construction project practices evaluate the management procedure and mode. By following the engineering management standards of company F combined with the basic concept and theory of project management, supplemented by practical engineering experience to identify the key success factor for project management. And by the case study analyzing optimized project management model for engaging in plant construction project management to follow. This study will summarize the operation procedure of plant construction project management and the standard of project management organization by integration of existing project management specification and the experience of construction projects. That will compare with the literature of project management field and organizational model, than by the personal experience of construction project cases to evaluate the different point of project management field to find the successful and failed reason then find out key success factors. Followed by the combination of standard project organization, literatures of project organization mode and plant construction project cases evaluate what is the best project management model. The key success factors of construction project management can be used to improve the management of construction project for engineering department and company. By the analysis of the optimized construction project management model, the results could be referred for the future of all kinds¡¦ construction project. According to the results, that could supply the improving suggestion for engineering management execution of the engineering department to ensure more safety, quality, cost and schedule control on the construction management. KEY WORDS: Project Management,Construction Management,Project Organization,Project Manager,Construction Project,Key Success Factors

With the advent of globalization and knowledge economic era, organizations have to face an increasingly competitive business environment. With limited resources, it is imperative for organizations to allocate them effectively, to focus on potential projects, to choose high value-added projects, and to find out the proper project portfolio. The purpose of this research is to investigate the decision model and the operational mechanism of project portfolio selection for military investment and to analyze the characteristics of related projects. Finally, this research mainly proposes a decision model for project portfolio selection and the measurement of portfolio performance and develops a portfolio selection decision support system to provide a communicative platform and information for decision makers and project managers. This will improve portfolio performance, reduce the crowding out effect of organizational resources, and enhance the linkage of both project and organizational goals.

This Record of Study (ROS) summarizes the experiences and lessons learned while serving as an intern with Peak Land Consultants (PLC) in Vail, Colorado. The objectives of the internship were designed to provide benefits to myself, the United States Air Force Academy, and PLC. The first objective was to develop a business plan for a similar company in a mountain community. This provides a useful tool to begin a second career after retirement from the Air Force. The second objective was to build lesson plans based on the experience at PLC for the Air Force Academy cadets. Through the use of real engineering examples and by integrating civil engineering subjects across the curriculum, Air Force Academy cadets will be better prepared for their professional life as a civil engineer. The last objective was to provide PLC with an objective management review. The management review highlighted good practices and provided recommendations for further improvement in areas such as marketing, communication, project management, training, and company goals. Each one of the objectives was tested. The business plan was provided to a loan officer at Wells Fargo bank. The loan officer remarked that the plan was well researched. He also indicated that the bank was willing to provide a loan for the business. This positive result indicated that the objective to develop a business plan for a similar company in a mountain community was met. The second objective to build lesson plans for the Air Force Academy was also met. These plans were presented to a senior class in April 07. The cadets liked the idea of seeing how an engineer solves problems in the private sector. In addition, the cadets recognized the usefulness of AutoCAD in solving problems in their other classes. Finally, the objective for providing a management review of PLC also proved to be successful. PLC has already implemented a number of recommendations from the review and is using the review to build new company and employee goals.

In order to control the efficiency of then information system introduction , enterprise often orgainzed with a project team. Project team is organized with provisionally of variant manpower and business. In the information system introduction or project team evolution will face organizational learning and reengineering process. While in the organizational learning, member of organization always act defensively with Model I theories, and the defence behavior will bring negative influence or limited learning. While project team evolution have the same defence behavior, those defence behavior will bring bad influence of organziation. This research uses case study probe into the information system introduction and project team evolution defence behavior , let us understand those behavior and the influence of project team evolution. In this research, we describes the case of the information project introduction and project team evolution with five stages and ten events. and analysing those ten events with thoeries of the organization defends in the information management of Argyris. Its result show the member of project team, user , executive of managers all have behavior of defending in the introduction of project. Those defence behavior of the project team evolution or information system introduction, will all exert a negative influence on company's organizations or information systems. This research in order incident these defend behavior and influence result , let enterprise reference with a information project team evolution.

This thesis is a case study of software project escalation and termination. According to domestic and international literature, software projects often faces escalation phenomenon. Therefore, this thesis studied three cases of information-system development from two different areas. The first two cases are about A and B natural gas companies¡¦geographic information system. Company A¡¦s geographic information system lasted for eight years and ended with termination. Company B¡¦s geographic information system lasted for ten years. During these years, company B had changed three different software solution providers, but the project is still pending until today. The third case is about Company C¡¦s ERP system development. The project was initiated in December of 2002 after signing the contract. It was targeted to finish in 2004. Until July, 2007, this project is not completely finished yet. From the above three cases, the causes of software project escalation and termination were investigated. What leads to the escalation of software project? Why is the software project terminated? What is the root cause? This research integrated the theoretical framework of project escalation and termination from literature. The framework addresses four key factors of escalation: (1) Project factor (2) Psychological factor (3) Social factor (4) Organizational factor (Staw and Ross, 1987); and also two key factors for termination: (1) Economic factor and management factor behind it (2) Technical factor and management factor behind it(Ewusi-Mensah and Przasnyski, 1991). Based on these factors, this study finds out affecting elements behind those factors,and then verifies and modifies the research framework. Finally, this thesis brings up conclusion and suggestions, hoping to provide managers with some advices when developing a new software project, in order to minimize the loss caused by escalation and termination.