建设监理最新文献_第5页

INTRODUCTION TO ADAPTABLE PROJECT MANAGEMENT 适应性项目管理入门

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.4

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APPENDIX A. 6: 附录a . 6:

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.24

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APPENDIX A. 4: 附录a . 4:

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.22

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APPENDIX A. 2: 附录a . 2:

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.20

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THE PLAN PHASE 计划阶段

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.16

{"title":"THE PLAN PHASE","authors":"","doi":"10.2307/j.ctv143mds3.16","DOIUrl":"https://doi.org/10.2307/j.ctv143mds3.16","url":null,"abstract":"1 Capabilities Overview Your business depends on your network. The network can provide access to and communications between your critical applications—or maybe it is the business, as in the case of network operators and service providers. Being able to plan, build, and operate networks presents a challenge to many organizations, due to budget and resource constraints or simply a lack of experience and in-depth expertise to perform critical changes. These organizations frequently come to Juniper and its partners, seeking additional capabilities to help realize the full potential of their network. Juniper Networks consultants help you create the network that knows your business. Capabilities Description Whether you seek help to define your technology roadmap; optimize the network design; test, validate, and deploy the new network; or plan and manage the migration to your new network, Juniper and selected partners can assist you. We have our own team of experienced Juniper Networks© consultants plus a number of Professional Services partners. These select partners have each been reviewed and certified as meeting Juniper's stringent requirements for providing consulting services based on Juniper technologies. Juniper Networks makes these capabilities available within the framework of a network life-cycle approach. At a high level, three phases (as illustrated in Figure 1) comprise our end-to-end view of the life cycle: Plan, Build, and Operate. These phases are applicable to any and all network projects—from campus to WAN, data center to security, and across all types of customer organizations. The goal of the Plan phase is to enable you to design your ideal network. The right network can help your business compete and win. Juniper Networks and certified partners can help you architect your network of the future—intelligent, agile, and built for the cloud. Examples of capabilities that Juniper can make available to you during the Plan phase include: • Ability to assess your current environment and develop a roadmap for creating a network that satisfies your business and technology requirements • Development of the high-level architectural design as well as low-level detailed design of network devices, configurations, and interconnections","PeriodicalId":64912,"journal":{"name":"建设监理","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81001369","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

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THE CLOSE PHASE 闭合阶段

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.18

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AGILE TERMINOLOGY 敏捷术语

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.5

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INTRODUCTION TO THE PROCESSES 流程介绍

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.14

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APPENDIX A. 5: 附录a . 5:

建设监理 Pub Date : 2020-08-25 DOI: 10.2307/j.ctv143mds3.23

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Managing Risk Of Refinery Megaproject Based on ISO 31000 and PMBOK 基于ISO 31000和PMBOK的炼油大型项目风险管理

建设监理 Pub Date : 2019-01-01 DOI: 10.22364/pmdpp.2019.01

Arie Wisianto, Pmi-Rmp CmrpCrp Pt. Pertamina Pmp

{"title":"Managing Risk Of Refinery Megaproject Based on ISO 31000 and PMBOK","authors":"Arie Wisianto, Pmi-Rmp CmrpCrp Pt. Pertamina Pmp","doi":"10.22364/pmdpp.2019.01","DOIUrl":"https://doi.org/10.22364/pmdpp.2019.01","url":null,"abstract":"In order to improve national energy security and the competitiveness of the refinery industry, PT Pertamina (Persero) implements the Refinery Development Master Plan (RDMP), which is consist of revamping 4 units of existing refineries and building 2 units of new grass root refinery. In this paper we will discuss risk management for the RDMP project based PMBOK and ISO 31000 RDMP. RDMP Project management is divided into two stages, namely project development and project execution, risk management has been implemented since the project initiation until commissioning startup. The process of risk management referring to PMBOK are plan risk management, identify risks, qualitative risk analysis, quantitative risk analysis, plan risk responses, implement risk responses and monitor risks. We determined risk limit for project 5% of investment costs, while the ongoing stage is 5% of the current year's budget, those number represented our risk appetite. Furthermore, the risk identification stage followed by qualitative risk analysis obtained 170 risk events with 21% in the categories of strategy & planning aspect, 4% compliance aspect and the remaining 54% operations / infrastructure aspect. This is in line with the theory that stated at the project development stage having higher risk than at the execution stage, and the top risk category is related to business strategy risk, namely the business scheme (tolling or merchant), getting the right partner, project financing, land acquisition, most of the top risk are risk owned by Project Development Department. The quantitative risk analysis (QRA) stage has two tasks, namely numerical simulation of project economics and numerical simulation of cost & schedule. Once of the overall project risks can be seen from the QRA results, probability of completed project duration P80 for RDMP Balikpapan project is 58 months while P50 is 57 months and P90 is 59 months. To assess the effectiveness of risk management and project management, a maturity assessment has been carried out with results of level 2.65 of scale 5 for project management and 3.3 of scale 5 for project risk management. When implementing project risk management, we use for both PMBOK and also ISO 31000 frame work, this feels very complementary. As an example the need for risk maturity as a review of risk management implementation, mandate & commitment and the existence of a 1 Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8 Scientific Conference on Project Management in the Baltic States at the University of Latvia in April 2019. It is republished here with the permission of the author and conference organizers. 2 How to cite this paper: Wisianto, A. (2019); Managing Risk of Refinery Megapr","PeriodicalId":64912,"journal":{"name":"建设监理","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75755847","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

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