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IT projects are known for their overruns. Since creating a piece of software can vary a lot more than e.g building construction it is much harder to estimate the time of development at the start of a project. This means that IT projects commonly run overtime and go over budget. These overruns could possibly be a large source of stress for the employees working in these IT projects. Little is known about the stress levels during development in IT projects and how this is affected by different variables such as the working method or size of the given project. Thus we want to conduct an experiment to investigate this. ref1: https://ieeexplore.ieee.org/abstract/document/6480418?casa_token=ozOSKXbaFfYAAAAA:5oblaTNbVA32xuZ7Kr4N8lcpkSy4nXe2x9pDxOeGJ_2S8KE19JJpcyo7LX44ty1yrbb-SUDsDw ref2: https://www.sciencedirect.com/science/article/pii/S0263786302000984?casa_token=h9qZxygD8PYAAAAA:Qu5VVARgLpa0Cd_qkSzX3kvBNclbJN9OPfbcTxGLyr5D_vSl_JflRRrW9iKWNfXZemX8FLb9

This project was established in October 1979, to develop a computer- based systematic and ecological computer file (data bank) for the approximately one million mosquito specimens in the National Museum of Natural History collection. This collection is the largest and most complete mosquito collection in the world and represents a national treasure. The data management system, SELGEM (SElf-GEnerating Master), was selected as the primary storage/management system. Data recorded on collection forms are submitted to a Honeywell Series 60 Level 66/80 computer via a Nixdorf 600/55 minicomputer.

Supervision of library digitization is the focus of this paper. First outlined are the definition, formalization, implementation, and completion phases of project management. Descriptions of management decisions involved in digitization projects follow on matters such as: collection analysis, resourcing, project personnel, production, access and metainformation, and intellectual property. These procedures to be formalized and implemented in digitization projects are then highlighted: selection for digital conversion, plan approach, produce digital collection and access aid, store in digital archive, create framework, assemble digital collection, test and refine, and release. Projects in Australian public, academic, and special libraries are then noted. The paper provides the following pointers for libraries embarking upon digitisation programs: policy framework, training, standards, application, and monitoring. (Contains 16 references.) (AEF)

The International Space Station (ISS) has been designed as a laboratory for demonstrating technologies in a microgravity environment, benefitting exploration programs by reducing the overall risk of implementing such technologies in new spacecraft. At the beginning of fiscal year 2010, the ISS program manager requested that the amine-based, pressure-swing carbon dioxide and humidity absorption technology (designed by Hamilton Sundstrand, baselined for the ORION Multi-Purpose Crew Vehicle, and tested at the Johnson Space Center in relevant environments, including with humans, since 2005) be developed into a payload for ISS Utilization. In addition to evaluating the amine technology in a flight environment before the first launch of the ORION vehicle, the ISS program wanted to determine the capability of the amine technology to remove carbon dioxide from the ISS cabin environment at the metabolic rate of the full 6-person crew. Because the amine technology vents the absorbed carbon dioxide and water vapor to space vacuum (open loop), additional hardware needed to be developed to minimize the amount of air and water resources lost overboard. Additionally, the payload system would be launched on two separate Space Shuttle flights, with the heart of the payload the swingbed unit itself launching a full year before the remainder of the payload. This paper discusses the project management and challenges of developing the amine swingbed payload in order to accomplish the technology objectives of both the open-loop ORION application as well as the closed-loop ISS application.

The International Space Station (ISS) has been designed as a laboratory for demonstrating technologies in a microgravity environment, benefitting exploration programs by reducing the overall risk of implementing such technologies in new spacecraft. At the beginning of fiscal year 2010, the ISS program manager requested that the amine-based, pressure-swing carbon dioxide and humidity absorption technology (designed by Hamilton Sundstrand, baselined for the ORION Multi-Purpose Crew Vehicle, and tested at the Johnson Space Center in relevant environments, including with humans, since 2005) be developed into a payload for ISS Utilization. In addition to evaluating the amine technology in a flight environment before the first launch of the ORION vehicle, the ISS program wanted to determine the capability of the amine technology to remove carbon dioxide from the ISS cabin environment at the metabolic rate of the full 6-person crew. Because the amine technology vents the absorbed carbon dioxide and water vapor to space vacuum (open loop), additional hardware needed to be developed to minimize the amount of air and water resources lost overboard. Additionally, the payload system would be launched on two separate Space Shuttle flights, with the heart of the payload the swingbed unit itself launching a full year before the remainder of the payload. This paper discusses the project management and challenges of developing the amine swingbed payload in order to accomplish the technology objectives of both the open-loop ORION application as well as the closed-loop ISS application.

The U.S. Coast Guard has been continuously asked to perform more missions with less resources. Technological advances in telecommunications and information systems accessibility have played a major role in the Coast Guard meeting these challenges. However, to meet new demands for even greater efficiency and effectiveness, the Coast Guard strategy for tighter interoperability between Coast Guard commands must continue to evolve. To support this evolution, the Command, Control, and Communication Branch of the Coast Guard must use a strategy for project management that will foster greater efficiency and effectiveness. This strategy should include a standardized approach to project management that fosters communication, attention to detail, and leads to interoperability of systems through standardization without extensively limiting creativity or use of technological advances. This paper demonstrates how the use of systems thinking, and in particular the Structured Approach Model, can encourage the management characteristics that will lead to the development of more effective telecommunications projects and completion of those projects in a more efficient manner. This paper explains the seven phases of the Structured Approach Model and views each using the functional, organizational, and physical prospectives. Steps for applying the model are given and are aimed at the Coast Guard project officer.

The Ambrough Slough complex is a 1200-hectare area containing a number of backwater lakes, sloughs and other wetland habitats in pool 10 of the Upper Mississippi River near Prairie du Chien, Wisconsin. The habitat concerns within the Ambrough Slough complex are primarily related to providing adequate habitat for backwater fish, especially over wintering habitat. Backwater dredging is recommended for Spring Lake, Big Missouri Lake and Upper Doubles Lake to increase water depths and improve summer and winter fish habitat. The largest lake in the complex, Gremore Lake, suffers dissolved oxygen depletion in the winter, which would be alleviated by constructing a small channel to introduce flows from Ambrough Slough into Gremore Lake. Reducing flows at Black Slough, Upper Double Lake and Tilmont Lake would improve winter habitat conditions by reducing current velocities and maintaining water temperatures within tolerance ranges of backwater fish.

The Ambrough Slough complex is a 1200-hectare area containing a number of backwater lakes, sloughs and other wetland habitats in pool 10 of the Upper Mississippi River near Prairie du Chien, Wisconsin. The habitat concerns within the Ambrough Slough complex are primarily related to providing adequate habitat for backwater fish, especially over wintering habitat. Backwater dredging is recommended for Spring Lake, Big Missouri Lake and Upper Doubles Lake to increase water depths and improve summer and winter fish habitat. The largest lake in the complex, Gremore Lake, suffers dissolved oxygen depletion in the winter, which would be alleviated by constructing a small channel to introduce flows from Ambrough Slough into Gremore Lake. Reducing flows at Black Slough, Upper Double Lake and Tilmont Lake would improve winter habitat conditions by reducing current velocities and maintaining water temperatures within tolerance ranges of backwater fish.

Lecture 6 

No Abstract Available

The Advanced Exploration Systems Program's Atmosphere Resource Recovery and Environmental Monitoring (ARREM) project is working to further optimize atmosphere revitalization and environmental monitoring system architectures. This paper discusses project management strategies that tap into skill sets across multiple engineering disciplines, projects, field centers, and industry to achieve the project success. It is the project's objective to contribute to system advances that will enable sustained exploration missions beyond Lower Earth Orbit (LEO) and improve affordability by focusing on the primary goals of achieving high reliability, improving efficiency, and reducing dependence on ground-based logistics resupply. Technology demonstrations are achieved by infusing new technologies and concepts with existing developmental hardware and operating in a controlled environment simulating various crewed habitat scenarios. The ARREM project's strengths include access to a vast array of existing developmental hardware that perform all the vital atmosphere revitalization functions, exceptional test facilities to fully evaluate system performance, and a well-coordinated partnering effort among the NASA field centers and industry partners to provide the innovative expertise necessary to succeed.

Shipbuilders have traditionally delayed major change decisions until the last moment and often not until it was too late to solve a problem. The reason was largely risk aversiveness of shipyard management, an unfortunate attitude in an industry subject to large uncertainties and risks. Expert choice, or the analytic hierarchical process (AHP), offers an approach which allows consideration of all the factors, as well as the risk attitudes of the decision makers and others involved. The basic AHP method was modified to permit consideration of the probabilities associated with hierarchical relationships of factors and decision makers. AHP is further suggested to include the effect of time on the determination of the risk, and time dependence of the outcome of alternative decisions. Thereby AHP permits determination of not only the most effective choices, but also timing of complex decisions met so frequently in ship production project management.

Comprehensive milestone schedules have been developed for selected programs using Harvard Total Project Manager (HTPM) software to guide them through the materiel acquisition process. Using the data from these schedules loaded into the R:Base System V Database Management System, project engineers and directorate management personnel use microcomputers to effectively manage their programs. The report provides a description of a Project Management System (PMS) and the results of an extensive analysis of that system.

Comprehensive milestone schedules have been developed for selected programs using Harvard Total Project Manager (HTPM) software to guide them through the materiel acquisition process. Using the data from these schedules loaded into the R:Base System V Database Management System, project engineers and directorate management personnel use microcomputers to effectively manage their programs. The report provides a description of a Project Management System (PMS) and the results of an extensive analysis of that system.

This is a qualitative research of the behavioral pattern of cross-functional project teams when they are in conflict situations. This study aims to explore this with a combination of interviewed, case and archival materials.

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2, Continue al a 4tea or a 1t1 _ r s >o scuaa the refit to deta., Fat b, It t Such as for the past 9m Ph 2 of aub. ct repi 7pproved For Release 20 at Pro3eat . 0 & M r * 2# Thl5 Di1 received the r es t of mn-mv dAt?ed 25 e # reco il, It bdtev d following .. --ta are submii rem; iz by 11fted, t ft but tioz izork In one ^k week hrve been A study of touard the Approved For Release 2006/03/10 : CIA-RDP78-03q t y that the 1 .1t Iftexisten". it a fait. 00 The action wimtod In para. h of , e t has trem a p1ish ie Uy n~ the peen c; ?..1;1 eft the fival 0 1 mrVey of the - ? paf1 tx?iW bets 97A000500040053-7 IMOV Iscus- pi-.V Approved For Release 2006/03/10 : CIA-RDP78-03097A000500040053-7

The Aeronautics Division established a Project Management Team (PMT) to serve in an advisory role by providing input and comment during the project in order to help ensure the MSASP effectively addresses the key issues facing the statewide airport system. Meeting up to six times throughout the planning process, the PMT membership represents a cross section of the Massachusetts community of aviation stakeholders, including various state and federal government officials, airport and business representatives, airport users, and other interested agencies from across the state. The PMT plays a critical role in this planning effort in that members are responsible to act as conduits to the airports, agencies, and other constituencies that they represent.

Approximately 190 acres of land within the floodplain of the Illinois River in extreme northwestern Woodford County, Illinois, were the subject of a Phase I archaeological and geomorphological investigation. No significant historic properties were identified, and it is recommended that the proposed Peoria Lake Environmental Management Program, Habitat Rehabilitation Enhancement Project, proceed without further historic properties evaluation.

Approximately 190 acres of land within the floodplain of the Illinois River in extreme northwestern Woodford County, Illinois, were the subject of a Phase I archaeological and geomorphological investigation. No significant historic properties were identified, and it is recommended that the proposed Peoria Lake Environmental Management Program, Habitat Rehabilitation Enhancement Project, proceed without further historic properties evaluation.

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The Monterey Peninsula Water Management District in California has examined 10 alternatives with the goal of providing a municipal water supply to the Monterey Peninsula that would provide adequate drought protection for existing residents and meet the long-term water supply needs of planned growth. This EIR/EIS examines the environmental consequences of the 10 project alternatives, including four reservoir sizes at two dam sites on the main stem of the Carmel River, three dam sites on tributaries to the Carmel River, one off-stream reservoir, desalination, and the No project alternative. Partial contents include vegetation, wildlife, environmental impact of reservoir and desalination plants, climate and air quality, Noise pollution, History and archaeology, Public health and safety, Land use, planning and recreation, Socioeconomics and population, employment and housing estimates, traffic, air quality, solid waste, waste water and Fiscal Impacts.

The Monterey Peninsula Water Management District in California has examined 10 alternatives with the goal of providing a municipal water supply to the Monterey Peninsula that would provide adequate drought protection for existing residents and meet the long-term water supply needs of planned growth. This EIR/EIS examines the environmental consequences of the 10 project alternatives, including four reservoir sizes at two dam sites on the main stem of the Carmel River, three dam sites on tributaries to the Carmel River, one off-stream reservoir, desalination, and the No project alternative. Partial contents include vegetation, wildlife, environmental impact of reservoir and desalination plants, climate and air quality, Noise pollution, History and archaeology, Public health and safety, Land use, planning and recreation, Socioeconomics and population, employment and housing estimates, traffic, air quality, solid waste, waste water and Fiscal Impacts.

The Monterey Peninsula Water Management District in California has examined 10 alternatives with the goal of providing a municipal water supply to the Monterey Peninsula that would provide adequate drought protection for existing residents and meet the long-term water supply needs of planned growth. This EIR/EIS examines the environmental consequences of the 10 project alternatives, including four reservoir sizes at two dam sites on the main stem of the Carmel River, three dam sites on tributaries to the Carmel River, one off-stream reservoir, desalination, and the No project alternative. Partial contents include vegetation, wildlife, environmental impact of reservoir and desalination plants, climate and air quality, Noise pollution, History and archaeology, Public health and safety, Land use, planning and recreation, Socioeconomics and population, employment and housing estimates, traffic, air quality, solid waste, waste water and Fiscal Impacts.

Project management covers a wide range of skills and is one of the best forms of staff development available for the development of skills by doing. This publication is for the use of staff involved in e-learning development projects. An introduction and overview includes discussion of e-learning projects in general and why they are undertaken; duties of the project manager and characteristics of a good manager; project cost estimates; selecting a team and formalizing partnerships; accountability; and initial meetings. Project start-up activities are discussed, including making the business case; planning; risk management; contract management and setting measurable performance criteria. Managing individual project aspects, such as progress, change, stakeholder expectations and satisfaction are discussed, followed by project closure; post-implementation review and measuring/disseminating success. Project tips are included for specific areas such as questions to ask in advance; declining a project; and getting back on track. A section on staff development is also included. This report contains a glossary, bibliography, and online resources. An appendix, Mapping this Publication to the ePD Framework and PRINCE 2 Methodology, is included. [This publication was jointly funded by the Centre for Excellence in Leadership (CEL) and the Learning and Skills Network (LSN).]

Includes index

1 Introduction To Project Management V 4

1 Introduction To Project Management V 4

The Temporary District Auditor has completed his management audit of the Santa Clara Valley Water District's Almaden Campus Solar Project. The purpose of this audit is to examine the costs and benefits of this project. This examination included a review of project documents, materials submitted to the Board, financial records and interviews with key staff. This examination was recommended by the District's Audit Ad Hoc Committee as part of the Board's pilot audit program. The Temporary District Auditor was directed to complete this examination by the Board of Directors in November 2009. The following report contains a summary of findings, followed by sections that provide an overview of the project and a summary of project costs. The report also includes 2 recommendations. The first recommendation is for the Board to codify budgetary controls it has implemented since the start of Fiscal Year 2007, but are not contained in its Governance Policies. The second recommendation calls for periodic review of the District's energy portfolio and evaluation of potential alternative energy projects. Because the factors driving cost and benefit of these projects [are] subject to rapid change, periodic review and consideration of projects will help to ensure that the District's management of its power costs is cost effective and environmentally responsible."

The ADP (Automated Data Processing) Analysis Project was conducted for the Human Resources Management Division (HRMD) of NASA's Langley Research Center. The three major areas of work in the project were computer support, automated inventory analysis, and an ADP study for the Division. The goal of the computer support work was to determine automation needs of Division personnel and help them solve computing problems. The goal of automated inventory analysis was to find a way to analyze installed software and usage on a Macintosh. Finally, the ADP functional systems study for the Division was designed to assess future HRMD needs concerning ADP organization and activities.

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project management

project management

ACAT I Major Defense Acquisition Programs (MDAP), Major Automated Information Systems (MAIS)

This item represents a case in PACER, the U.S. Government's website for federal case data. If you wish to see the entire case, please consult PACER directly.

Managing the information generated during the course of a scientific investigation is both a challenging and an essential task for NASA scientists. During an investigation, experimental records must be kept up-to-date and made accessible to all members of a scientific team. After an investigation, a thorough set of records is essential for historical documentation, reproducibility, and overall scientific credibility . These information-management requirements are particularly challenging when scientific work is carried out by large, geographically distributed teams, but even for small, collocated teams or individual scientists, knowledge management has become a time-consuming, frustrating exercise. Ames researchers are developing a suite of sophisticated information-sharing tools to address these complex knowledge-management issues.

Managing the information generated during the course of a scientific investigation is both a challenging and an essential task for NASA scientists. During an investigation, experimental records must be kept up-to-date and made accessible to all members of a scientific team. After an investigation, a thorough set of records is essential for historical documentation, reproducibility, and overall scientific credibility . These information-management requirements are particularly challenging when scientific work is carried out by large, geographically distributed teams, but even for small, collocated teams or individual scientists, knowledge management has become a time-consuming, frustrating exercise. Ames researchers are developing a suite of sophisticated information-sharing tools to address these complex knowledge-management issues.

Managing the information generated during the course of a scientific investigation is both a challenging and an essential task for NASA scientists. During an investigation, experimental records must be kept up-to-date and made accessible to all members of a scientific team. After an investigation, a thorough set of records is essential for historical documentation, reproducibility, and overall scientific credibility . These information-management requirements are particularly challenging when scientific work is carried out by large, geographically distributed teams, but even for small, collocated teams or individual scientists, knowledge management has become a time-consuming, frustrating exercise. Ames researchers are developing a suite of sophisticated information-sharing tools to address these complex knowledge-management issues.

come along and watch me build my own media production business

come along and watch me build my own media production business

Includes bibliographical references and index

Find more K-12 project management resources at https://www.sdcoe.net/administrative-services/technology/epmo

Find more K-12 project management resources at https://www.sdcoe.net/administrative-services/technology/epmo

Find more K-12 project management resources at https://www.sdcoe.net/administrative-services/technology/epmo

SDCOE Superintendent Dr. Paul Gothold reminds us that IT teams are "hidden heroes" and that project management helps us save dollars and support students and teachers.

Sanitized - Approved For Release : CIA-RDP57-00042AO00100160002-0 15 April 195h T'I; Assistant Director, ?iffice of Research and Reports S?TT JTCT: ' anagement staff Project No. )t=l" O, "Review and Simplification of the ORR Time Distribution c?istem, Economic Area!" 1. PROBLEM: a, To review the present ORR Time Distribution system for the Economic Area, utilizing ORR studies, recommendations and convents made on this system now ,eing employed; and develop a Project Control System which will provide a uniform and defined flow of time and progress in~'ormation from appropriate levels in the organization to the Project Control staff, b. The system developed should provide for the maintenance of project workload records at the point in the organization where then records can best serve to support supervisory decisions, ~.a~~t'C c, The information gathered through the system developed should provide experience data regarding times expended on projects,, programs, consumers, etc., for use in future recearch programming, t,udgeting ane planning, and assessment of research time provided in support of major requesters, P. A"ITMPTIM;S: a. The use of the term "Project" in this study denotes a unit of work- load that will be assigned a control nurdl?er for purposes of accouni.a-- bility of work time expended in accomplishing the workload and ac- countability of work orogress information required for control pur- poses. These units of controlled workload may in themselves be comniete major orojects, segments of a major project, consumer requests, program work assignments, etc. b. The present ORR regulatory directives regarding the aaoroval of projects have not been considered in the solution of this problem in that the problem is the de-elopment of a system of time and progress control of major orojects and workload after they have teen initiated not r)rior to their initiation, FACTS ?=E!RTN,'G ON THE PRII LEM: a, The divisions of ORR under the Chief, Economic Research have teen pre- paring and submitting reports of `.Yme Distribution by analysts since 5 January 1953, These reports individually prepared by each analyst are summarized to show ag:-regate distribution of analyst time by project number and categories of time oxpenditure. Data gleened from these reports is intended to provide a sut_stantive record on which gtk`AfRPR@I?e !-IIflWogeetsos Sai ILI WOMM Sanitized - Approved For Release : C A-RDP57-00042A000100160002-0 regarding demands on analyst's time thy. various categories of tasks; and to improve the collective abil.i,t;r to estimate t- me requirements when projects ar(I proposed. b. A study of the O1R Time Distribution S;rtem made as of 25 November 1953 by ORR personnel citoA -,any deficiencies in this system. A few of these deficiencies are cited here in that the recognition of their existence justifies the need for this revit and recommended corrective action., (1) The present time distribution system, as provided under ORR ?iotices R52 -6R, R67-53s and Rh3.53 does not provide all the kinds of infor- mation now deemed desirable. (2) The use of man-hours by the Project Control `,taff to determine the amount of completion of a given project is misleading and Lurden- some. () The time distribution system varies in local use and interpretation with the nature of the division research as well as individuals. (t) The value of the present time distribution system has resulted mainly in the compilation of statistical'experience information which can be employed to assist in the determination of estimated completion dates for future projt,,cts when planning divisional research programs, This information to be reaaily used has to be reworked and analyzed in terms of the variables and unknowns presently inherent in the system. (5) Present-reporting has been found to be lacking in accuracy and result in statistical inaccuracies. The actual existent errors cannot be readily determined. (6) The utilization of resultant reports of the time distribution system has been sporadic and has not served all the purposes for which it was designed, (7) Present renmrting requirements are time consuming and the value of the results is questionable in light of the cost in terms of time and effort, c. Economic Area division and branch chiefs have from time to time in the past expressed comments and suggestions regarding the present Time Distribution System, The consensus is that time reports should be continued and should be used as an aid for more effective planning and control. A review and general discussion of some of these comments is offered as supplementary data (ANNEX 2) for use in on-site develop- ment and installation introduction material. a. As previously cited the present Time Distribution System of monthly reports have been in effect for the past fifteen months. T.-see reports have been supplemented with man-hour estimates required for the completion of each project together with monthly statements of Sanitized - Approved For Release~2CIA-RDP57-00042AO00100160002-0 Sanitized - Approved For Release : CIA-RDP57-00042AO00100160002-0 the number of man-hours spent on a given project. This information is supplied to the Project Control Staff for their use in over-all control requirements. A project control chart. is also maintained here which reflects th se estimated project man-hours6y percentage of time completion- ,

Sanitized - Approved For Release : CIA-RDP57-00042AO00100160002-0 15 April 195h T'I; Assistant Director, ?iffice of Research and Reports S?TT JTCT: ' anagement staff Project No. )t=l" O, "Review and Simplification of the ORR Time Distribution c?istem, Economic Area!" 1. PROBLEM: a, To review the present ORR Time Distribution system for the Economic Area, utilizing ORR studies, recommendations and convents made on this system now ,eing employed; and develop a Project Control System which will provide a uniform and defined flow of time and progress in~'ormation from appropriate levels in the organization to the Project Control staff, b. The system developed should provide for the maintenance of project workload records at the point in the organization where then records can best serve to support supervisory decisions, ~.a~~t'C c, The information gathered through the system developed should provide experience data regarding times expended on projects,, programs, consumers, etc., for use in future recearch programming, t,udgeting ane planning, and assessment of research time provided in support of major requesters, P. A"ITMPTIM;S: a. The use of the term "Project" in this study denotes a unit of work- load that will be assigned a control nurdl?er for purposes of accouni.a-- bility of work time expended in accomplishing the workload and ac- countability of work orogress information required for control pur- poses. These units of controlled workload may in themselves be comniete major orojects, segments of a major project, consumer requests, program work assignments, etc. b. The present ORR regulatory directives regarding the aaoroval of projects have not been considered in the solution of this problem in that the problem is the de-elopment of a system of time and progress control of major orojects and workload after they have teen initiated not r)rior to their initiation, FACTS ?=E!RTN,'G ON THE PRII LEM: a, The divisions of ORR under the Chief, Economic Research have teen pre- paring and submitting reports of `.Yme Distribution by analysts since 5 January 1953, These reports individually prepared by each analyst are summarized to show ag:-regate distribution of analyst time by project number and categories of time oxpenditure. Data gleened from these reports is intended to provide a sut_stantive record on which gtk`AfRPR@I?e !-IIflWogeetsos Sai ILI WOMM Sanitized - Approved For Release : C A-RDP57-00042A000100160002-0 regarding demands on analyst's time thy. various categories of tasks; and to improve the collective abil.i,t;r to estimate t- me requirements when projects ar(I proposed. b. A study of the O1R Time Distribution S;rtem made as of 25 November 1953 by ORR personnel citoA -,any deficiencies in this system. A few of these deficiencies are cited here in that the recognition of their existence justifies the need for this revit and recommended corrective action., (1) The present time distribution system, as provided under ORR ?iotices R52 -6R, R67-53s and Rh3.53 does not provide all the kinds of infor- mation now deemed desirable. (2) The use of man-hours by the Project Control `,taff to determine the amount of completion of a given project is misleading and Lurden- some. () The time distribution system varies in local use and interpretation with the nature of the division research as well as individuals. (t) The value of the present time distribution system has resulted mainly in the compilation of statistical'experience information which can be employed to assist in the determination of estimated completion dates for future projt,,cts when planning divisional research programs, This information to be reaaily used has to be reworked and analyzed in terms of the variables and unknowns presently inherent in the system. (5) Present-reporting has been found to be lacking in accuracy and result in statistical inaccuracies. The actual existent errors cannot be readily determined. (6) The utilization of resultant reports of the time distribution system has been sporadic and has not served all the purposes for which it was designed, (7) Present renmrting requirements are time consuming and the value of the results is questionable in light of the cost in terms of time and effort, c. Economic Area division and branch chiefs have from time to time in the past expressed comments and suggestions regarding the present Time Distribution System, The consensus is that time reports should be continued and should be used as an aid for more effective planning and control. A review and general discussion of some of these comments is offered as supplementary data (ANNEX 2) for use in on-site develop- ment and installation introduction material. a. As previously cited the present Time Distribution System of monthly reports have been in effect for the past fifteen months. T.-see reports have been supplemented with man-hour estimates required for the completion of each project together with monthly statements of Sanitized - Approved For Release~2CIA-RDP57-00042AO00100160002-0 Sanitized - Approved For Release : CIA-RDP57-00042AO00100160002-0 the number of man-hours spent on a given project. This information is supplied to the Project Control Staff for their use in over-all control requirements. A project control chart. is also maintained here which reflects th se estimated project man-hours6y percentage of time completion- ,

Sanitized - Approved For Release : CIA-RDP57-00042AO00100160002-0 15 April 195h T'I; Assistant Director, ?iffice of Research and Reports S?TT JTCT: ' anagement staff Project No. )t=l" O, "Review and Simplification of the ORR Time Distribution c?istem, Economic Area!" 1. PROBLEM: a, To review the present ORR Time Distribution system for the Economic Area, utilizing ORR studies, recommendations and convents made on this system now ,eing employed; and develop a Project Control System which will provide a uniform and defined flow of time and progress in~'ormation from appropriate levels in the organization to the Project Control staff, b. The system developed should provide for the maintenance of project workload records at the point in the organization where then records can best serve to support supervisory decisions, ~.a~~t'C c, The information gathered through the system developed should provide experience data regarding times expended on projects,, programs, consumers, etc., for use in future recearch programming, t,udgeting ane planning, and assessment of research time provided in support of major requesters, P. A"ITMPTIM;S: a. The use of the term "Project" in this study denotes a unit of work- load that will be assigned a control nurdl?er for purposes of accouni.a-- bility of work time expended in accomplishing the workload and ac- countability of work orogress information required for control pur- poses. These units of controlled workload may in themselves be comniete major orojects, segments of a major project, consumer requests, program work assignments, etc. b. The present ORR regulatory directives regarding the aaoroval of projects have not been considered in the solution of this problem in that the problem is the de-elopment of a system of time and progress control of major orojects and workload after they have teen initiated not r)rior to their initiation, FACTS ?=E!RTN,'G ON THE PRII LEM: a, The divisions of ORR under the Chief, Economic Research have teen pre- paring and submitting reports of `.Yme Distribution by analysts since 5 January 1953, These reports individually prepared by each analyst are summarized to show ag:-regate distribution of analyst time by project number and categories of time oxpenditure. Data gleened from these reports is intended to provide a sut_stantive record on which gtk`AfRPR@I?e !-IIflWogeetsos Sai ILI WOMM Sanitized - Approved For Release : C A-RDP57-00042A000100160002-0 regarding demands on analyst's time thy. various categories of tasks; and to improve the collective abil.i,t;r to estimate t- me requirements when projects ar(I proposed. b. A study of the O1R Time Distribution S;rtem made as of 25 November 1953 by ORR personnel citoA -,any deficiencies in this system. A few of these deficiencies are cited here in that the recognition of their existence justifies the need for this revit and recommended corrective action., (1) The present time distribution system, as provided under ORR ?iotices R52 -6R, R67-53s and Rh3.53 does not provide all the kinds of infor- mation now deemed desirable. (2) The use of man-hours by the Project Control `,taff to determine the amount of completion of a given project is misleading and Lurden- some. () The time distribution system varies in local use and interpretation with the nature of the division research as well as individuals. (t) The value of the present time distribution system has resulted mainly in the compilation of statistical'experience information which can be employed to assist in the determination of estimated completion dates for future projt,,cts when planning divisional research programs, This information to be reaaily used has to be reworked and analyzed in terms of the variables and unknowns presently inherent in the system. (5) Present-reporting has been found to be lacking in accuracy and result in statistical inaccuracies. The actual existent errors cannot be readily determined. (6) The utilization of resultant reports of the time distribution system has been sporadic and has not served all the purposes for which it was designed, (7) Present renmrting requirements are time consuming and the value of the results is questionable in light of the cost in terms of time and effort, c. Economic Area division and branch chiefs have from time to time in the past expressed comments and suggestions regarding the present Time Distribution System, The consensus is that time reports should be continued and should be used as an aid for more effective planning and control. A review and general discussion of some of these comments is offered as supplementary data (ANNEX 2) for use in on-site develop- ment and installation introduction material. a. As previously cited the present Time Distribution System of monthly reports have been in effect for the past fifteen months. T.-see reports have been supplemented with man-hour estimates required for the completion of each project together with monthly statements of Sanitized - Approved For Release~2CIA-RDP57-00042AO00100160002-0 Sanitized - Approved For Release : CIA-RDP57-00042AO00100160002-0 the number of man-hours spent on a given project. This information is supplied to the Project Control Staff for their use in over-all control requirements. A project control chart. is also maintained here which reflects th se estimated project man-hours6y percentage of time completion- ,