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Further improvements of the thermal efficiency of gas turbine cycle are closely coupled to the increase of turbine inlet temperature. This requires intensive and efficient cooling of the blades. In this perspective, experimental investigations of the gas temperature and heat transfer distribution around the airfoil are of primary importance. The present work aims at the development of two measurement techniques based on applications of the thin film sensors: the two-layer gauge for the wall heat transfer determination and the dual thin film probe for flow temperature measurements. Both techniques are used in short duration tunnels of the von Karman Institute (VKI) under engine representative conditions and are able to resolve both time-averaged component and time-resolved component i.e. periodic blade passing events at ~5-7 kHz with harmonics up to 50 kHz. In order to derive the wall heat flux with the two-layer gauge, the unsteady conduction equation is solved in the two-layer substrate using the measured value of the wall temperature as a boundary condition. The gauges are extensively calibrated and the data reduction method is validated on a blade of the second stator of the VKI turbine. A very good repeatability is achieved. Measurements are also performed on the complex geometry of a blade tip in a cascade configuration revealing the high three dimensionality of the flow. The dual thin film probe combines the operation of two thin films and determines the flow temperature from two independent heat flux measurements. The probe is calibrated and then validated with measurements downstream a cascade. The robustness and the reliability of the probe are also demonstrated by measurements downstream of the rotor and the second stator of the VKI turbine.

As most of the project management models were developed for larger projects, there is a lack of understanding of what project managers in short duration projects do. Short-duration projects are projects in multi-project environments lasting for a number of weeks rather than a number of months. Even if they are common today, short-duration projects have not yet attracted the interest of project researchers. The present study aims to analyze what the project managers in short duration projects do and to develop a method for studying the project managers at work. A theoretical framework is built on earlier studies of managers’ work, suggesting three areas having impact on the project manager’s work. The impacting areas are the project, the project manager’s experience, and the organizational context of the project. The project manager and the assisting project manager were studied while managing a sub-project in a greater telecom system project. The project managers were studied one week each using participant observation and interviews. The findings indicate that much of the time at work was spent in meetings of different kinds, to deal with change, and to guard the production teams from being disturbed by changes in the environment. It was also found that studying a multi-project environment from the sub-project’s perspective gives a different view on multi-project environments that have earlier been presented as the project managers in the short-duration project constantly have to adjust to changes, inputs and demands from the surrounding projects and functional organizations. In the end some proposals on directions for further studies of managers of short-duration projects are made.

O presente trabalho examina trabalho avulso, consórcio de empregadores rurais e contrato de trabalho rural por pequeno prazo enquanto alternativas para a formalização da relação de trabalho rural de curta duração. Sob a ótica do trabalho decente e da preservação da dignidade do trabalhador, preocupa-se o estudo em pesquisar a adequação do ordenamento jurídico nacional à realidade do pequeno produtor rural e do trabalhador por ele contratado, para atividades que duram não mais que alguns dias ou semanas. A adaptabilidade do direito à realidade e a adequação dos modelos jurídicos às necessidades dos atores sociais são percebidas como condição necessária para a proteção da dignidade do trabalhador rural. Analisa-se de maneira crítica cada uma das três figuras jurídicas, a fim de apontar em que medida estão adaptadas às peculiaridades do campo e quanto estão aptas a tutelar os direitos fundamentais dos trabalhadores rurais. A partir de tal verificação, sugerem-se elementos a serem considerados na busca de alternativas viáveis para a formalização das relações de trabalho rural de curta duração. / The present paper examines trabalho avulso, consórcio de empregadores rurais and contrato de trabalho rural por pequeno prazo as alternatives to formalize the rural work with short duration relationship. From the perspective of decent work and preserving the workers dignity, this study is concerned in researching the legal national system adequacy with the small rural producers reality and workers contracted by it for activities that do not last more than a few days or weeks. The adaptability of the right to the reality and legal models adequacy to social actors needs are perceived as a necessary condition for the protection of the rural workers dignity. Each of the three legal figures are critically analyzed to point to what extent are adapted to the peculiarities of the field and how much they are able to protect the rural workers fundamental rights. Upon such verification, elements are suggested to be considered in the search of viable alternatives to formalize the relations of rural work of short duration.

O presente trabalho examina trabalho avulso, consórcio de empregadores rurais e contrato de trabalho rural por pequeno prazo enquanto alternativas para a formalização da relação de trabalho rural de curta duração. Sob a ótica do trabalho decente e da preservação da dignidade do trabalhador, preocupa-se o estudo em pesquisar a adequação do ordenamento jurídico nacional à realidade do pequeno produtor rural e do trabalhador por ele contratado, para atividades que duram não mais que alguns dias ou semanas. A adaptabilidade do direito à realidade e a adequação dos modelos jurídicos às necessidades dos atores sociais são percebidas como condição necessária para a proteção da dignidade do trabalhador rural. Analisa-se de maneira crítica cada uma das três figuras jurídicas, a fim de apontar em que medida estão adaptadas às peculiaridades do campo e quanto estão aptas a tutelar os direitos fundamentais dos trabalhadores rurais. A partir de tal verificação, sugerem-se elementos a serem considerados na busca de alternativas viáveis para a formalização das relações de trabalho rural de curta duração. / The present paper examines trabalho avulso, consórcio de empregadores rurais and contrato de trabalho rural por pequeno prazo as alternatives to formalize the rural work with short duration relationship. From the perspective of decent work and preserving the workers dignity, this study is concerned in researching the legal national system adequacy with the small rural producers reality and workers contracted by it for activities that do not last more than a few days or weeks. The adaptability of the right to the reality and legal models adequacy to social actors needs are perceived as a necessary condition for the protection of the rural workers dignity. Each of the three legal figures are critically analyzed to point to what extent are adapted to the peculiarities of the field and how much they are able to protect the rural workers fundamental rights. Upon such verification, elements are suggested to be considered in the search of viable alternatives to formalize the relations of rural work of short duration.

<p>Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project.</p><p>Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project.</p><p>The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload.</p><p>The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come.</p><p>The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.</p>

Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project. Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project. The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload. The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come. The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.

Submitted by Simone Maisonave (simonemaisonave@hotmail.com) on 2014-09-22T18:48:40Z No. of bitstreams: 3 Cristiane de Jesus da Cunha Luna_Dissertação (1).pdf: 4126188 bytes, checksum: ac3a46e3ca6be40db5d7a4fc54bb1830 (MD5) Cristiane de Jesus da Cunha Luna_Produto da Dissertação.pdf: 636397 bytes, checksum: 95bb602e339fb1e19be3a119c4133cc5 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) / Made available in DSpace on 2014-09-22T18:48:40Z (GMT). No. of bitstreams: 3 Cristiane de Jesus da Cunha Luna_Dissertação (1).pdf: 4126188 bytes, checksum: ac3a46e3ca6be40db5d7a4fc54bb1830 (MD5) Cristiane de Jesus da Cunha Luna_Produto da Dissertação.pdf: 636397 bytes, checksum: 95bb602e339fb1e19be3a119c4133cc5 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Previous issue date: 2014-03-26 / Sem bolsa / Esta dissertação refere-se à utilização das tecnologias digitais, mais especificamente ao uso de vídeos na educação em Ciências. A pesquisa foi realizada com alunos de uma escola pública municipal da cidade de Pelotas, em dois momentos: na aplicação de um projeto piloto, no âmbito do projeto Mais Educação (2012), e em um projeto de intervenção com turmas regulares de 8ª série (2013), visando analisar o perfil desses estudantes e a sua relação com as tecnologias, e suas aprendizagens ao assistirem ou produzirem vídeos em atividades de ensino. A pesquisa, com aproximações em pressupostos da pesquisa-ação, procura analisar os discursos que instituem práticas envolvendo os estudantes em suas relações com a escola e com o mundo, a partir de pressupostos teóricos de Foucault, Veen e Vrakking, e Hall, entre outros. Constituíram o corpus de análise os documentos oficiais, as respostas dos questionários (impressos e online) aplicados aos alunos, as postagens e as interações realizadas nos grupos criados no Facebook intitulados 18A/2013 e 18B/2013, e dados do diário de bordo com registros das atividades desenvolvidas pelos estudantes nos projetos realizados. Entre as ações planejadas nos projetos de intervenção, os alunos assistiram a filmes, documentários e vídeos curtos sobre temas diversos e, concomitante a isso, produziram 14 vídeos de curta duração, também envolvendo temas diversos associados à área de Ciências. A realização do estudo mostrou que a exibição e a produção de vídeos podem ser uma boa estratégia para o ensino de Ciências, com desenvolvimento de aprendizagens–conceituais, procedimentais e atitudinais – por jovens que têm habilidades para lidar com as mídias e que fazem isso com bastante motivação e autonomia. Nesse sentido, o trabalho com vídeos na escola mostrou-se uma prática que pode contribuir para o envolvimento dos alunos no objeto de estudo, auxiliando-os a serem sujeitos ativos de suas aprendizagens. / This dissertation refers to the digital technology usage, more specifically the video usage in Science education. The research was conducted with students from a local public school in Pelotas city, in two moments: the implementation of a pilot project, under the project “More Education (2012)”, and in an intervention project with regular classes in 8th grade (2013), aiming to analyze the students profile, their relationship with technologies, and their learning while watching or producing videos in teaching activities. The research, with approximations on assumptions of action research and seeks to analyze the speeches that establish practices involving students in their relationships with the school and with the world, from theoretical assumptions of Foucault, Veen, Vrakking, and Hall, among others. It was constituted the analysis “corpus” by official documents, answers questionnaire (printed and online) applied to the students, posts, interactions performed in groups created on Facebook titled 18A/2013 and 18B/2013, and data from the logbook, activities records by the students in performed projects. Among the planned actions in intervention projects, students watched movies, documentaries and short videos about several topics and, in the concomitant of these, they produced fourteen short videos, also involving several topics related to the Science field. The study doing showed us that the video show and video production can be a good strategy for teaching Science, with the apprenticeships development - conceptual, procedural and attitudinal - for young people who has skills to deal with the medias and do it with enough motivation and autonomy. In this way, the work with videos in school showed a practice that can contribute in the student involvement with the study subject, helping them to be active individuals in their own learning

Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project. Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project. The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload. The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come. The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.