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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
11

Analysis of existing relations between maturity of continuous improvement, organizational learning and quality management system certification in white line industry / AnÃlise das relaÃÃes existentes entre maturidade da melhoria contÃnua, aprendizagem organizacional e certificaÃÃo do sistema de gestÃo da qualidade na indÃstria de linha branca

Francisco Wescley FlorÃncio Rodrigues 28 July 2014 (has links)
CoordenaÃÃo de AperfeÃoamento de Pessoal de NÃvel Superior / Continuous improvement is a process that every company is focused on incremental and continuous innovation that can be achieved through organizational learning, in accordance with the standards of accreditation. Organizational learning, in turn, is the process by which knowledge and core values of an organization can contribute to the implementation of a model for Quality Management (QM). The identification of the relationship between these three factors: Continuous Improvement, Organizational Learning and QM model within a logistic chain can contribute to the elimination of barriers that compromise the quality of processes and products in this chain. In this line the present research aims to identify the relationship between maturity of continuous improvement, organizational learning and accreditation of the quality management system in the white line industry, on the 1st and 2nd levels of the logistic chain. The methodology for data collection was based on the performance of a qualitative research within three companies in the state of CearÃ. The first company is the main company on the logistic chain and the other two are deemed to be of 1st and 2nd level of the logistic chain. The data was obtained through interviews guided by three closed and structured questionnaires, namely: Guide for verification of continuous improvement in the organization, Diagnosis of the level of organizational excellence in continuous improvement and Constructo Quality Management. It was found in this study, among other results, that the maturity of the management system is directly related to maturity on continuous improvement and that the time of accreditation is positively linked to organizational learning. / Melhoria ContÃnua à um processo em que toda empresa à focada na inovaÃÃo incremental e contÃnua, que pode ser alcanÃada atravÃs da Aprendizagem Organizacional, em conformidade com as normas de certificaÃÃo. A aprendizagem organizacional, por sua vez, à o processo pelo qual o conhecimento e os valores bÃsicos de uma organizaÃÃo podem contribuir para a implantaÃÃo de um modelo de GestÃo pela Qualidade (GQ). A identificaÃÃo do relacionamento entre esses trÃs fatores: Melhoria ContÃnua, Aprendizagem Organizacional e modelo de GQ dentro de uma mesma cadeia produtiva pode contribuir para a eliminaÃÃo de barreiras que comprometam a qualidade dos processos e produtos dessa cadeia. Nessa linha o presente trabalho tem como objetivo identificar as relaÃÃes entre maturidade da melhoria contÃnua, aprendizagem organizacional e certificaÃÃo do sistema de gestÃo da qualidade na indÃstria de linha branca, nos nÃveis 1 e 2 da cadeia produtiva. A metodologia adotada para a coleta de dados teve como base a realizaÃÃo de uma pesquisa qualitativa, do tipo estudo de caso, realizada em trÃs empresas do estado do CearÃ, sendo que a primeira empresa à a principal da cadeia e as outras duas sÃo consequentemente consideradas de 1 e 2 nÃvel da cadeia produtiva. Para a obtenÃÃo dos resultados, foram realizadas entrevistas, constando de trÃs questionÃrios estruturados e fechados, sendo eles: Guia para verificaÃÃo da melhoria contÃnua na organizaÃÃo, DiagnÃstico do nÃvel de excelÃncia organizacional em melhoria contÃnua e Constructo GestÃo da Qualidade. Foi constatado nesta pesquisa, dentre outros resultados que a maturidade do sistema de gestÃo està diretamente relacionada à maturidade na melhoria contÃnua e que o tempo de certificaÃÃo està ligado positivamente à aprendizagem organizacional.
12

Relação entre estágios de maturidade da gestão logística, ciclo de vida organizacional e utilização de artefatos de controle gerencial / Relationship between stages of logistics management maturity, organizational life cycle and use of artifacts of management control

Rodrigo Paiva Souza 30 September 2011 (has links)
Os processos logísticos impactam direta e indiretamente a vida das pessoas e são fundamentais para o sucesso das empresas. Modelos de maturidade oferecem uma maneira de traçar um caminho para melhorar processos ao ajudar a acrescentar competências e habilidades. O conceito de Maturidade da Gestão Logística propõe que os processos têm um ciclo de vida e que se torna mais maduro à medida que esses processos são explicitamente definidos, gerenciados, mensurados e controlados. Paralelamente ao desenvolvimento da gestão logística, as organizações crescem e expandem o seu portfólio de produtos ou serviços para atender mercados mais exigentes e, nesse processo, inevitavelmente enfrentam uma maior heterogeneidade de clientes e ambientes mais hostis. Nesse sentido, espera-se que as mudanças que ocorrem no ambiente organizacional sigam um padrão previsível que pode ser caracterizado por estágios de desenvolvimento, ou seja, estágios de Ciclo de Vida Organizacional. Esta dissertação investigou a relação entre os estágios dos modelos de maturidade da gestão logística e do ciclo de vida organizacional, bem como a relação entre a classificação das empresas nesses estágios e a quantidade média de artefatos de controle gerencial, tendo como hipóteses: (H1) a existência de relação entre os estágios desses dois modelos teóricos, e (H2) que, quanto mais desenvolvido o estágio, tanto no modelo de maturidade da gestão logística quanto no ciclo de vida organizacional, maior a quantidade média de artefatos utilizados. O método de coleta de dados utilizado foi o questionário e o público alvo constitui-se por profissionais que atuam na gestão logística ou em áreas relacionadas. A amostra final contemplou 213 empresas e o método estatístico para analisar as associações entre os estágios foi a análise de correspondência. Como principais achados destacam-se: confirmação de que existem associações não aleatórias entre os estágios de maturidade da gestão logística e do ciclo de vida organizacional, indicando que os gestores logísticos devem também considerar os construtos abordados nos dois modelos em projetos de desenvolvimento da maturidade da gestão logística. Também se constatou que os estágios mais desenvolvidos de maturidade de gestão logística possuem maior quantidade média de utilização de artefato de controle gerencial. Verificou-se ainda que o artefato Análise de custo logístico total foi o que apresentou maior média de utilização pelas empresas investigadas (79,8%) e a Gestão de custos interorganizacioniais a menor (28,2%). Dentre as recomendações para aprofundamento da pesquisa, sugere-se investigar se o estágio atual de maturidade de gestão logística das empresas está relacionado com o nível de complexidade da cadeia de suprimentos, aplicar técnicas confirmatórias para investigar a dinâmica das relações entre os estágios (qual o modelo com maior influência) e buscar entender os principais motivos da baixa utilização da Gestão de custos interorganizacioniais, uma vez que este é um caminho que pode tornar a cadeia de suprimentos mais eficiente e aumentar a sua lucratividade total. / The logistics processes impact directly and indirectly the lives of people and is vital to the success of companies. Maturity models offer a way to trace a path to improve processes while helps to add competencies and abilities to it. The concept of logistics management maturity proposes that the processes have a lifecycle and that becomes more mature as these processes are explicitly defined, managed, measured and controlled. Parallel to the development of logistics management, organizations grow and expand its portfolio of products or services to meet the most demanding markets and, in this process, inevitably faced greater heterogeneity of customers and most hostile environments. In this sense, it is expected that the changes that occur in the organizational environment follow a predictable pattern that can be characterized by stages of development, i.e. stages of organizational life cycle. This dissertation investigated the relationship between the stages of logistics management maturity model and organizational life cycle model, as well as the relationship between the classification of enterprises in these stages, and the average amount of artifacts of managerial control, having as hypotheses: (H1) the existence of relationship between stages of these two theoretical models, and (H2) in the more developed stage the average amount of artifacts used is greater. The data collection method was the questionnaire and the target population was professionals who work in the logistics management or related areas. The final sample involved 213 firms and the statistical method to analyze associations between stages was the correspondence analysis. The key findings include: confirmation that there are non-random associations between stages of logistics management maturity model and organizational life cycle model, indicating that the logistics managers must also consider the constructs discussed in two models in development projects of the maturity of logistics management. Also it was found that the more developed the stages of logistics management maturity is, higher is the average amount artifact of managerial control used by companies. It was also found that the artifact Total logistic cost analysis was more common in the companies investigated (79.8%) and Interorganizacional cost management was uncommon (28.2%). Among the recommendations for further research, it is suggested to investigate whether the current stage of logistics management maturity is related to the level of complexity of the supply chain, applying techniques to investigate the dynamics of relations between stages of the two models (which has largest influence) and seek to understand the main reasons for the low utilization of Interorganizacional cost management. Since this is a too which may make the supply chain more efficient and increase its total profitability.
13

Integrated ESSQ management:as a part of excellent operational and business management—a framework, integration and maturity

Tervonen, P. (Pekka) 21 June 2010 (has links)
Abstract When examining management from the viewpoint of systems approach, the main elements are the overall management systems of a company and the related ESSQ matters and other critical success factors, depending on their theme. Excellent business management e.g. by taking advantage of quality award models is also becoming one of the cornerstones of the success of an organisation. Companies increasingly need more efficient and productive systems to maintain their competitiveness. These kinds of systems should continuously improve the company's operations and increase the satisfaction of customers and other interest groups. A qualitative approach is mainly applied in this dissertation. This dissertation is composed of five research papers, in which qualitative approach is also used. The empirical data of this dissertation were obtained through interviews and a questionnaire among experienced industrial managers. All individual interview results and replies to the questionnaire were analysed and, when appropriate, compared to the literature. Finally, conclusions and synthesis were drawn based on the analysis. As a general conclusion, it can be stated that combining issues that fall under different themes is reasonable because, on one hand, the causes of problems may be common to all areas and, on the other hand, solving one separate problem may easily lead to problems in other fields of business. Business-orientedness can be further increased by taking maturity models into consideration. Organisations, which apply holistic management systems that take all essential success factors of business into consideration, approach the natural functioning of an organisation. The integration of different operational areas into one system will facilitate the management of operations, increase internal co-operation and save resources, time and costs. The starting point of holistic management is that needs can be fully addressed only when all relevant variables of the entire organisational system are taken into consideration. Systematically integrated management systems that cover different operating models in an extensive manner and that function well are not yet common, but there is a clear trend towards the integration of different systems. This dissertation indicates that the ultimate purpose and genuine contribution to business of Integrated ESSQ Management and maturity models is to provide a framework, which helps companies to better understand and incorporate these issues as a part of their overall Operational and Business Management. In principle, every company should develop its own management model that is tailored to meet the needs of the organisation in question.
14

Hodnocení zralosti projektového řízení u společnosti LERIS / Evaluation of project management maturity at the company LERIS

Lev, Petr January 2012 (has links)
The aim of this thesis is to carry out analysis of methods of evaluating project management maturity, to use a selected method on a specific company, and to propose appropriate arrangements in order to improve the level of project management in the selected company. The thesis deals with important terms such as project, and project management. The next part contains the analysis of methods of evaluating project management maturity. From these methods, the author chose the CMMI model, applied it to a specific company, and proposed specific arrangements.
15

Evaluation of the contract management process in the United Nations for acquiring peacekeeping operations/services

Shameem, Mohammad 06 1900 (has links)
Approved for public release; distribution is unlimited. / MBA Professional Report / Over the years, the United Nations' (UN) peacekeeping operations have increased significantly. When a crisis develops, the UN is expected to respond. It examines the overall situation in order to assess the political and military goals, required composition of force, equipment, training, financial implications, circumstances of deployment and effectiveness of the peacekeeping operation required. The UN does not have any permanent force structure; it is dependent on its member States for contribution of forces, though the equipment may or may not be provided by the troops' contributing countries. The UN has a standard procedure for acquiring peacekeeping operations/services. The process is a contract between the UNDPKO and the troops' contributing countries. Though there are similarities betweeen UN-followed contract management process and the generaly accepted contract management process identified in the contract management body of knowledge, there are many differences as well. The purpose of this study is both to evaluate the existing UN contract management process being followed to acquire peacekeeping operations/services from various troops' contributing countries against the generally accepted contract management process identified in the contract management body of knowledge as well as to evaluate the effectiveness of the UN contract management process maturity so as to assess the effectiveness of the UN contract management process for obtaining peacekeeping operations/services from troops' contributing countries.
16

Organizacinės projektų valdymo brandos ir projektų vadovų kompetencijos sąryšio analizė: įtaka projektų valdymo raidai Lietuvos organizacijose / Analysis of organizational project management maturity and project management expertise relationship: The impact of development projects management in Lithuanian organizations

Kupčiūnaitė, Erika 15 June 2011 (has links)
Šio darbo tikslas – ištyrus organizacinę projektų valdymo brandą ir asmeninę projektų vadovų kompetenciją, nustatyti jų koreliacijos buvimą arba nebuvimą ir pateikti pasiūlymus atitinkančius šiandienos tendencijas, kurie padėtų pagerinti esamą projektų valdymo padėtį Lietuvos įmonėse. Pirmoje darbo dalyje analizuojama mokslinė literatūra, kur abibrėžiamos projektų, jų valdymo, projektų vadovo sampratos, taip pat projektų valdymo brandos samprata ir jos vertinimo priemonės. Antroje darbo dalyje analizuojami tyrimo, atlikto Lietuvos projektų vadybos asociacijoje, rezultatai. Atlikus anketinę apklausą išryškėjo tendencija, kad Lietuvos įmonėse, vykdančiose projektus, dažniau dirba aukštesnės kompetencijos projektų vadovai ir organizacijos nevisada sugeba užtikrinti jiems reikalingas darbo sąlygas bei išteklius, reikalingus sėkmingam projektų įgyvendinimui. Trečioje darbo dalyje pateikiamas pasiūlymų projektas,paremtas vienu iš brandos vertinimui ir gerinimui skirtų modelių – OPM3 ir skirtas pagerinti organizacinio projektų valdymo brandą organizacijoje. / The aim of this paper - the study of organizational project management maturity and personal project management expertise to establish the relationship between them and to submit proposals consistent with contemporary trends to help improve the current situation in project management in Lithuanian companies. The first part analyzes the scientific literature, which defines the concept of project management, the project manager, as well as the concept of project management maturity and its assessment. The second part analyzes the results of survey of Lithuanian Project Management Association. After the questionnaire survey showed a trend towards the Lithuanian companies which carry out the projects are concentrated in higher-expertise project managers and organizations are not always able to provide them with the necessary working conditions and resources necessary for successful project implementation. In the third part is presented project of proposals, based on one of the maturity assessment and improvement of models - OPM3 and to improve organizational project management maturity in an organization.
17

Gestão de projetos em empresas de base tecnológica da área de software: análise do nível de maturidade e aplicabilidade de escritórios de projetos / Project management in technology based firms of software development: project maturity analysis and project office applicability

Jucá Junior, Antonio da Silva 30 September 2005 (has links)
Dentro da literatura sobre gestão de projetos, trabalhos que estudam o uso do escritório de projetos dedicam-se, quase que exclusivamente, a citar modelos e exemplos bem sucedidos nas grandes empresas, em especial àquelas com estruturas projetizadas como bens de capital e engenharia. Há uma tendência de estas empresas exigirem práticas semelhantes de seus fornecedores. Esta exigência se intensifica nas pequenas empresas de base tecnológica, pois comumente realizam projetos complexos, com risco considerável para os seus clientes. A implantação de escritório de projetos é um mecanismo fundamental para apoiar a utilização das técnicas e metodologias nessa área, porém, exige um investimento significativo em infra-estrutura e profissionais qualificados. Este trabalho analisa o nível de maturidade em gestão de projetos de uma amostra de empresas de base tecnológica desenvolvedoras de software e avalia o potencial de adoção do escritório de projetos. O grau de maturidade foi avaliado segundo um modelo adaptado do OPM3. Foi realizada ainda a identificação e sistematização dos serviços que podem ser oferecidos por um escritório de projetos, segundo a literatura especializada. Ao final, o trabalho faz uma análise dos possíveis serviços que poderiam ser disponibilizados por um escritório de projetos para uso das empresas estudadas. / Inside project management literature most of available researches about project offices mainly discuss reference models and examples of best practices in big companies, especially the ones with project oriented structure such as engineering and industrial goods firms. There is a trend for those firms to demand similar project management practices from their suppliers. This kind of requirement is intensified for technology based firms once they usually develop complex projects which contains many risks for their customers. The project office implementation in technology based firms is an important mechanism to support the use of project management techniques and methodologies but it demands a significant investment in infrastructure and qualified professionals. This research analyze the project management maturity level of a software development technology based firms sample and the project office adoption potential on these firms. The maturity level was analyzed according an adapted model of OPM3. In addition, it was identified and systemized services that can be offered for those firms by a project office, according the specialized literature. By the end, this research presents an analysis about different kinds of services that a common project office could offer for those firms studied.
18

Proposição de um modelo de avaliação de maturidade em gerenciamento de projetos em secretarias municipais.

PAASHAUS JUNIOR, Alberto Gustavo. 05 September 2018 (has links)
Submitted by Maria Medeiros (maria.dilva1@ufcg.edu.br) on 2018-09-05T12:56:42Z No. of bitstreams: 1 ALBERTO GUSTAVO PAASHAUS JUNIOR - DISSERTAÇÃO (PROFIAP-CCJS) 2016.pdf: 2162671 bytes, checksum: 0dd6069c09d970083fd794208d1bee6d (MD5) / Made available in DSpace on 2018-09-05T12:56:42Z (GMT). No. of bitstreams: 1 ALBERTO GUSTAVO PAASHAUS JUNIOR - DISSERTAÇÃO (PROFIAP-CCJS) 2016.pdf: 2162671 bytes, checksum: 0dd6069c09d970083fd794208d1bee6d (MD5) Previous issue date: 2016-12-14 / A necessidade de efetividade das ações da Administração Pública na consecução de suas funções e atividades tem ganhado crescente relevância no cenário nacional e internacional, uma vez que representa uma resposta às urgências da sociedade quanto à falta de eficiência e eficácia na adequada aplicação do recurso público. Diante de uma série de demandas complexas de uma sociedade em constante mudança, a existência de mecanismos eficientes de planejamento, controle, direção e execução da Gestão Pública tornam-se cada vez mais necessários. Considerando-se que a Gestão Pública Municipal é realizada majoritariamente a partir de projetos, e que estes projetos para serem bem desenvolvidos deverão ser geridos por organizações gerencialmente maduras, propõe-se apresentar neste trabalho um modelo próprio para avaliar a maturidade do Gerenciamento de Projetos em secretarias municipais. Para a concepção do modelo foi desenvolvida uma pesquisa bibliográfica, através da revisão sistemática e comparação entre modelos de maturidade já existentes. Como resultado, foi desenvolvido o Modelo de Maturidade em Gerenciamento de Projetos em Secretarias Municipais, o MMGP-SM, cuja finalidade é avaliar consistentemente as boas práticas em Gerenciamento de Projetos nas secretarias com padrão conceitual orientado a pessoas e processos e cinco níveis da maturidade relacionados a oito dimensões de análise. Além disto, o modelo permite a construção de um plano de ação que identifica de onde devem partir as ações para a evolução na gestão dos projetos nas secretarias sob estudo. O modelo foi avaliado através de sua aplicação na Secretaria de Administração do Município de Sumé - PB, em um estudo de caso de natureza exploratória e descritiva com abordagem qualitativa. Os resultados demonstraram que a Secretaria está no Nível Conhecido de maturidade, isto é, o Gerenciamento de Projetos é conhecido, porém ainda não existe naquele setor um sistema de boas práticas de gestão implantado. Dos resultados obtidos na avaliação de maturidade da Secretaria, foi desenvolvido um Plano de Desenvolvimento em Gerenciamento de Projetos organizado nos padrões do PMBoK® dividido em duas fases, um Plano de Curto e um Plano de Longo Prazo, com crescimento misto dos níveis, cujo objetivo é elevar no prazo de dois anos e meio a Secretaria Municipal de Administração para o Nível Otimizado de maturidade. / The need for effectiveness on the actions of Public Administration in developing its functions and activities has gained increasing importance in national and international scene as it represents a response to the urgent needs of society on the lack of efficiency and effectiveness in the proper application of public resources. Because of a series of complex demands of an ever-changing society, the existence of efficient mechanisms for public management planning, control, direction and execution has become more necessary. Considering that municipal public administration is mainly carried out from projects, and these projects to be well developed should be managed by mature organizations, we present in this research a specific model to assess Project Management maturity in municipal departments. Systematic review and comparison of existing maturity models were used in order to design the model. As a result, the Modelo de Maturidade em Gerenciamento de Projetos em Secretarias Municipais - MMGP-SM was developed with the purpose of consistently evaluate the use of Project Management good practices in municipal departments with a conceptual approach oriented to people and processes, and five levels of maturity related to eight dimensions of analysis. In addition, the model allows the construction of an action plan that identifies where actions for the development of Project Management in municipal departments should start. The model was evaluated at the Administration Department of the town of Sumé – PB in a case study of descriptive and exploratory nature with a qualitative approach. The results have demonstrated that the Municipal Department is in the Known (Conhecido) maturity level, that is, the subject Project Management is known, but there is not a system of management good practices implemented yet. The results obtained in the Department evaluation of maturity were used to construct a Development Plan on Project Management based on PMBoK® standards, divided into two phases, a Short-term Plan and Long-term Plan, with mixed growth of levels, in order to raise within two and a half years the Administration Department maturity to the Optimized (Otimizado) level.
19

Gestão de projetos em empresas de base tecnológica da área de software: análise do nível de maturidade e aplicabilidade de escritórios de projetos / Project management in technology based firms of software development: project maturity analysis and project office applicability

Antonio da Silva Jucá Junior 30 September 2005 (has links)
Dentro da literatura sobre gestão de projetos, trabalhos que estudam o uso do escritório de projetos dedicam-se, quase que exclusivamente, a citar modelos e exemplos bem sucedidos nas grandes empresas, em especial àquelas com estruturas projetizadas como bens de capital e engenharia. Há uma tendência de estas empresas exigirem práticas semelhantes de seus fornecedores. Esta exigência se intensifica nas pequenas empresas de base tecnológica, pois comumente realizam projetos complexos, com risco considerável para os seus clientes. A implantação de escritório de projetos é um mecanismo fundamental para apoiar a utilização das técnicas e metodologias nessa área, porém, exige um investimento significativo em infra-estrutura e profissionais qualificados. Este trabalho analisa o nível de maturidade em gestão de projetos de uma amostra de empresas de base tecnológica desenvolvedoras de software e avalia o potencial de adoção do escritório de projetos. O grau de maturidade foi avaliado segundo um modelo adaptado do OPM3. Foi realizada ainda a identificação e sistematização dos serviços que podem ser oferecidos por um escritório de projetos, segundo a literatura especializada. Ao final, o trabalho faz uma análise dos possíveis serviços que poderiam ser disponibilizados por um escritório de projetos para uso das empresas estudadas. / Inside project management literature most of available researches about project offices mainly discuss reference models and examples of best practices in big companies, especially the ones with project oriented structure such as engineering and industrial goods firms. There is a trend for those firms to demand similar project management practices from their suppliers. This kind of requirement is intensified for technology based firms once they usually develop complex projects which contains many risks for their customers. The project office implementation in technology based firms is an important mechanism to support the use of project management techniques and methodologies but it demands a significant investment in infrastructure and qualified professionals. This research analyze the project management maturity level of a software development technology based firms sample and the project office adoption potential on these firms. The maturity level was analyzed according an adapted model of OPM3. In addition, it was identified and systemized services that can be offered for those firms by a project office, according the specialized literature. By the end, this research presents an analysis about different kinds of services that a common project office could offer for those firms studied.
20

Knowledge management infrastructure and knowledge sharing: The case of a large fast moving consumer goods distribution centre in the Western Cape

George, Chadrick Hendrik January 2014 (has links)
Magister Commercii - MCom / The aim of this study is to understand how knowledge is created, shared and used within the fast moving consumer goods distribution centre in the Western Cape (WC). It also aims to understand knowledge sharing between individuals in the organisation. A literature review was conducted, in order to answer the research questions- this covered the background of knowledge management (KM) and KS and its current status with particular reference to SA’s private sector. The study found that technological KM infrastructure, cultural KM infrastructure and organisational KM infrastructure are important enablers of KS. A conceptual model was developed around these concepts. In order to answer the research questions, the study identified a FMCG DC in the WC, where KS is practiced

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