The Experts below are selected from a list of 70053 Experts worldwide ranked by ideXlab platform
Alan C Brent - One of the best experts on this subject based on the ideXlab platform.
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environmental and social impact considerations for sustainable Project Life Cycle management in the process industry
Corporate Social Responsibility and Environmental Management, 2005Co-Authors: Carin Labuschagne, Alan C Brent, S J ClaasenAbstract:Project management, as a recognized core business competency, must incorporate planning, execution and implementation procedures within a broader sustainability framework, i.e. internalizing the externalities of a Project. Current Project Life Cycle management (LCM) methodologies do not efficiently address the objectives of sustainable development, especially in developing countries such as South Africa. Social aspects are rarely considered, while environmental factors are typically only addressed by means of environmental impact assessments (EIAs). A procedure to improve the consideration of environmental aspects in Project LCM is subsequently introduced for South Africa. The procedure is demonstrated by means of a case study in the process industry. A framework is further proposed of social sustainability criteria that are relevant to Projects within the process industry. The acceptability of the framework to decision-makers in petrochemical companies is discussed. Case studies are further suggested to evaluate the practicability of measurable social impact indicators for Project LCM. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.
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sustainable Project Life Cycle management the need to integrate Life Cycles in the manufacturing sector
International Journal of Project Management, 2005Co-Authors: Carin Labuschagne, Alan C BrentAbstract:The pressure on businesses to incorporate the principles of sustainable development into policies and activities is mounting. Project management methodologies are not excluded from this pressure. The current Project management frameworks do not effectively address the three goals of sustainable development, i.e., social equity, economic efficiency and environmental performance. A prerequisite for aligning these frameworks with the principles of sustainable development is a clear understanding of the various Life Cycles involved in a Project and the interactions between these Life Cycles. The way forward to achieve true Sustainable Project Life Cycle Management in the manufacturing is subsequently outlined.
Carin Labuschagne - One of the best experts on this subject based on the ideXlab platform.
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environmental and social impact considerations for sustainable Project Life Cycle management in the process industry
Corporate Social Responsibility and Environmental Management, 2005Co-Authors: Carin Labuschagne, Alan C Brent, S J ClaasenAbstract:Project management, as a recognized core business competency, must incorporate planning, execution and implementation procedures within a broader sustainability framework, i.e. internalizing the externalities of a Project. Current Project Life Cycle management (LCM) methodologies do not efficiently address the objectives of sustainable development, especially in developing countries such as South Africa. Social aspects are rarely considered, while environmental factors are typically only addressed by means of environmental impact assessments (EIAs). A procedure to improve the consideration of environmental aspects in Project LCM is subsequently introduced for South Africa. The procedure is demonstrated by means of a case study in the process industry. A framework is further proposed of social sustainability criteria that are relevant to Projects within the process industry. The acceptability of the framework to decision-makers in petrochemical companies is discussed. Case studies are further suggested to evaluate the practicability of measurable social impact indicators for Project LCM. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.
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sustainable Project Life Cycle management the need to integrate Life Cycles in the manufacturing sector
International Journal of Project Management, 2005Co-Authors: Carin Labuschagne, Alan C BrentAbstract:The pressure on businesses to incorporate the principles of sustainable development into policies and activities is mounting. Project management methodologies are not excluded from this pressure. The current Project management frameworks do not effectively address the three goals of sustainable development, i.e., social equity, economic efficiency and environmental performance. A prerequisite for aligning these frameworks with the principles of sustainable development is a clear understanding of the various Life Cycles involved in a Project and the interactions between these Life Cycles. The way forward to achieve true Sustainable Project Life Cycle Management in the manufacturing is subsequently outlined.
Adolfo López-paredes - One of the best experts on this subject based on the ideXlab platform.
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An extension of the EVM analysis for Project monitoring: The Cost Control Index and the Schedule Control Index
International Journal of Project Management, 2011Co-Authors: Javier Pajares, Adolfo López-paredesAbstract:Abstract In this paper we propose two new metrics that combine Earned Value Management (EVM) and Project Risk Management for Project controlling and monitoring. We compare EVM cost and schedule variances with the deviation the Project should have under the risk analysis expected conditions. These two indexes allow Project managers to analyse whether the Project over-runs are within expected variability or there are structural and systemic changes over the Project Life Cycle. The new monitoring indexes we present are the Cost Control Index and the Schedule Control Index.
S J Claasen - One of the best experts on this subject based on the ideXlab platform.
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environmental and social impact considerations for sustainable Project Life Cycle management in the process industry
Corporate Social Responsibility and Environmental Management, 2005Co-Authors: Carin Labuschagne, Alan C Brent, S J ClaasenAbstract:Project management, as a recognized core business competency, must incorporate planning, execution and implementation procedures within a broader sustainability framework, i.e. internalizing the externalities of a Project. Current Project Life Cycle management (LCM) methodologies do not efficiently address the objectives of sustainable development, especially in developing countries such as South Africa. Social aspects are rarely considered, while environmental factors are typically only addressed by means of environmental impact assessments (EIAs). A procedure to improve the consideration of environmental aspects in Project LCM is subsequently introduced for South Africa. The procedure is demonstrated by means of a case study in the process industry. A framework is further proposed of social sustainability criteria that are relevant to Projects within the process industry. The acceptability of the framework to decision-makers in petrochemical companies is discussed. Case studies are further suggested to evaluate the practicability of measurable social impact indicators for Project LCM. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.
Shengchuan Zhao - One of the best experts on this subject based on the ideXlab platform.
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arrangement of financing for highway infrastructure Projects under the conditions of public private partnership
Iatss Research, 2016Co-Authors: Vialeta Khmel, Shengchuan ZhaoAbstract:Abstract This study focused on the mechanism of attracting funds to finance Projects in the field of highway infrastructure construction through Public–Private Partnership (PPP). The basis and principles for development of the financial strategy of a Project company were defined in this paper. The proposed financial strategy was developed on the basis of diversification of sources of funds and financing instruments with regard to the stages of the Project Life Cycle. The parameters for development of the financial strategy were defined to improve the mechanisms of attraction of the capital for the Project and increase the capacity of the Project company to pay debts. The proposed financial strategy can be taken as a basis for development of the financial strategy for any Project implemented through PPP. The capital market is not stable; therefore, in addition, an algorithm was proposed for more precise selection of sources of financial resources.
