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Resource Management
Published in Gary L. Richardson, Brad M. Jackson, Project Management Theory and Practice, 2018
Gary L. Richardson, Brad M. Jackson
Resource management involves the set of processes required to plan, acquire, and manage both team and physical resources. Team resources refer to human resources while physical resources include equipment, material, facilities, and infrastructure (PMI, 2017, p. 309). The basic goal of managing team resources is to execute the project by allocating the right individuals to the correct roles at the proper time to complete the plan successfully. A secondary goal of this area is to attract and maintain skilled employees and to manage them effectively (brij, 2007). This activity also includes dealing with the numerous team issues that arise during the life cycle of a project. The objective of physical resource management is to utilize materials and equipment in an efficient and effective way for the project.
Value Management
Published in Axel Uhl, Lars Alexander Gollenia, Business Transformation Management Methodology, 2016
Robert Winter, Philipp Gubler, Felix Wortmann, Andreas Elting, Schultheis Werner
According to the IT Governance Institute (ITGI) there are five domains, which have to be addressed to ensure appropriate governance (Schwartz, 2007): strategic alignment, value delivery, resource management, risk management and performance measures. Linking business and IT together so that they work well is the goal of strategic alignment. The key challenge of strategic alignment lies in bringing together the corporate side of business with the line-of-business and IT leaders. Value delivery makes sure that the IT department delivers on the benefits promised at the beginning of a project or investment. Resource management is about achieving optimal use of resources. Two key aspects of resource management are creating the right organizational structures for high quality and efficient service delivery as well as ensuring a highly skilled and motivated employee base. Risk management puts a formal risk framework in place. This framework ensures sufficient rigor around how IT measures, accepts and manages risk, as well as the provision of reports on what IT is managing in terms of risk. Performance measurement is about measuring IT performance and corresponding business impact. The most widely applied concept in this context is the balanced scorecard, which examines where IT makes a contribution in terms of achieving business goals, being a responsible user of resources and developing people. Exemplary, one framework (namely COBiT) is presented in the Appendix E of this book, which supports implementing IT governance.
Governance of controls
Published in Dennis Lock, Shane Forth, The Practitioner Handbook of Project Controls, 2020
Resource management covers management of all types of resources required for delivery. These include human resources, buildings, equipment, supplies, information, tools and supporting teams. A key element of resource management is the process for acquiring resources and how supply chains are utilized to maximize the effective use of resources. There will be evidence of capacity planning and prioritization to enable effective resource management. This will also include performance management and exploitation of opportunities for greater utilization. Resource capacity considerations will be extended to the capacity of the operational groups to resource the implications of change.
Cause analysis of unsafe acts of pilots in general aviation accidents in China with a focus on management and organizational factors
Published in International Journal of Occupational Safety and Ergonomics, 2023
Qian Ma, Guojun Wang, Sven Buyle, Xuan Jiang
Resource management refers to corporate decisions on how to allocate, manage and maintain the organizational assets (personnel, monetary assets, equipment and facilities). It is noteworthy that the financial performance of GA enterprises has a critical impact on the resource management decisions. For example, GA enterprises in times of fiscal austerity tend to purchase low-cost and less effective equipment that have a higher risk of accidents. The operational process is defined as corporate decisions and rules governing the everyday activities of the organization. Often, topics including operations (operational tempo, time stress, production quotas), procedures (standards, defined objectives, documentation) and oversight (risk management, safety programmes) are covered in this category. In China, GA enterprises are more likely to be rated risky operators by the CAAC if they fail to establish a potential safety hazard investigation and treatment system or formulate a safety training programme and annual safety training plan. Organizational climate can be viewed as the prevailing working atmosphere within the organization, which comprises a broad class of variables that influence personnel performance such as policies, command structure and culture. Take command structure, e.g., if the command-chain of GA enterprises is confusing and no one knows who is in charge, organizational safety will easily suffer and accidents will happen.
Leadership for Quality 4.0 Improvement, Learning, and Innovation
Published in Engineering Management Journal, 2022
Maja Glogovac, Jelena Ruso, Sanela Arsić, Ana Rakić, Isidora Milošević
Resource management is the process of planning and allocating resources to improve the efficiency of an organization. It should be committed in a well-organized and planned way since resource needs arise from process needs based on customers’ requirements. In the Industry 4.0 strategy, the digitization of the supply chain enables companies to fulfill customers’ requirements more promptly (Ozkan-Ozen et al., 2020). Therefore, when we know precisely who our interested parties are and what their wants and needs are, resource management with the application of the concept of Quality 4.0 should become an easier part of the job. According to ISO (2015), many vital elements are known and determined in this case. For example, what people are needed to implement the QMS system and control the process, what infrastructure and environment are necessary to establish operational processes, what resources for monitoring and measurement should be obtained, and what knowledge should be acquired. Hence, the following hypothesis is developed:
The role of hydropower in visions of water resources development for rivers of Western Nepal
Published in International Journal of Water Resources Development, 2021
Emily L. Pakhtigian, Marc Jeuland, Luna Bharati, Vishnu Prasad Pandey
At the same time, major divergences across the visions highlight potential trade-offs. The visions differ substantially in the scope, scale and location of built infrastructure. From the cohesive infrastructure investment perspective, the built environment is essential to development. This infrastructure-heavy approach rests on the assumption that Western Nepal can enter into international trading arrangements for excess food and energy production, and that these macroeconomic activities will engender regional and local prosperity. Thus, investments in large-scale infrastructure benefit both Western Nepal and neighbouring regions, a premise that requires infrastructure to be placed in locations optimally suited to particular endeavours. In contrast, the locally managed vision of demand-driven development focuses primarily on local needs, placing resource use and management in their control. By promoting local management and smaller-scale infrastructure projects, this vision prioritizes community access to electricity and water. With the decentralized approach to resource management, however, comes the potential for conflicts among resource users, and for non-equitable growth and development. Finally, the sustainable development vision limits the scope and scale of the built environment by promoting careful selection of sites for environmentally friendly, and likely less efficient, infrastructure.