Thesis (M.S.)--University of Wisconsin--Madison, 1964. / eContent provider-neutral record in process. Description based on print version record. Bibliography: l. 48-49.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Personal discount rates can be defined as the rate at which Marines trade current dollars for future dollars. This research attempts to fill in the gaps in previous discount rate studies where Marine Corps data were omitted, by determining the personal discount rates for each individual who separated from the Marine Corps under the SSB or VSI voluntary separation payment programs between 1992 and 1997. This study also determined those personal, professional, and economic traits that had a significant influence on Marines during their separation payment option decisions. The findings of this research are similar to previous studies, indicating that the methodology applied in this study is accurate. The implications of this research for the Marine Corps are that manpower planners can use the determined personal discount rates to create policies that can target Marines who possess certain personal or professional characteristics for reduction or retention, thereby assisting the efforts to create a balanced and capable Marine Corps in the future. Planners can also use this research to anticipate the effect of policy changes on Marines with specific professional or personal traits. / US Marine Corps (USMC) author.

The problem under investigation is the failure of current project cost control processes in Australia to adequately examine alternative design solutions due primarily to the imposition of time and cost constraints. Hence project optimisation does not occur-- the cost of a design is controlled but rarely is a design formulated to comply with a pre - determined budget allocation . This thesis attempts to improve current practice through the introduction of a computer guidance system called "COSTPLANNER!" devised to enable implementation of complex optimisation and control procedures between the stages of conception and tender while simultaneously improving speed and accuracy. In order to arrive at a workable solution the investigative study is subdivided into three main sections. First, traditional methods of project cost control are discussed in order to ascertain the basic philosophies which will need to be preserved. Second, current levels of computer involvement are analysed to arrive at the essential elements which any computer - based system must possess. Third, a framework for a complete computer- guided cost planning package, incorporating the necessary mechanisms to enable more thorough investigation and overcome restrictions curre.ntly imposed by insufficient time, is designed in detail. The investigation has highlighted that design optimisation must be initiated at an early stage before valuable time and money is spent documenting a Bcheme that is inherently cost expensive . Also, to enable proper exploration of alternative solutions either the number of areas to be investigated must be r educed or the speed with which such area s are examined increased . The use of computers to undertake cost control activities means that the latter is an achievable goal that does not resist acknowledged attempts by the National Public Works Conference (N .P.W.C. ) in Australia to encourage industry standardisation. The major conclusion reached is that current practice can be significantly improved through the utilisation of computer guidance systems at all stages in the design of a project . Preparation time of feasibility reports can be reduced by ninety-three percent, sketch design cost plans by forty-five percent and tender document cost plans by thirty-four percent an overall reduction in time and cost of fifty percent. In addition to the obvious benefits of making instantaneous changes to cost information, full reports including life cycle costing, value analysis and cost- benefit analysis studies as applicable are automatically prepared . Implementation of computer guidance systems to improve efficiency is not only desirable but absolutely essential, although it is an area which t o date has been suprisingly ignored.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

No description available.

M.Phil. / To achieve growth, most corporations invest a large portion of their turnover in new business ventures or in expanding current operations. These initiatives imply capital and thus a return is essential in order to ensure survival. Research indicates that capital projects seldom realize their full potential. The value that is released by a project is often unacceptably lower than the value that was initially forecast and for which the board granted approval. Furthermore, a number of projects achieved radical improvement within a relatively short period of time, when they embarked on an initiative focusing on improving the project. This indicates that, due to the relatively low cost and the rather large prize at stake, it is imperative to investigate and actively seek improvement potential. Value Engineering proves to be a methodology capable of unleashing these otherwise hidden opportunities. Three basic steps describe the value engineering process: analysis to understand the project; design to find the optimum or a better solution; and the implementation thereof. Before a team can embark on an improvement initiative an initiation study will determine the target, required focus of the exercise and set up an enabled team. This study also describes the integration of value engineering with the existing processes using a case study. In order for value engineering to work, skilled members are required, the initiative has to be timed and complement the existing processes.

No description available.

Thesis (Ph. D.)--University of Texas at Austin, 2003. / Supervisor: James T. O'Connor. Vita. Includes bibliographical references. Available also from UMI Company.

published_or_final_version / Civil Engineering / Doctoral / Doctor of Philosophy