military project managment
army project management
army project planning
military decision making process
project management handbook
MetadataShow full item record
AbstractWhile the US Army Engineer Regiment is encouraging leaders to obtain Project Management Professional (PMP) certifications, accepted Project Management tools, techniques, and procedures (TTPs) are not widely practiced, and therefore do not effectively benefit the Engineer Regiment or the Army. There are vast amounts of academic information available on project management concepts; however, there is very little with regards to Army doctrine that addresses this subject. The Project Management Handbook for Officer and NCOs guides Army Leaders in the use of these concepts and TTPs when planning and executing projects. The use of these proven project management processes will enhance the skill set of Army Leaders and planners, resulting in more efficient and successful completion of projects. Army Officers are well trained to plan and execute combat operations using current Army doctrine. However, these models are not always the best framework to use for non-combat missions or “administrative'’ projects. This Project Management Handbook does not replace any current doctrine, but by building on those skills currently trained and used, it provides a framework that in many cases is better suited for the challenges of administrative projects. Use of this handbook will also provide Army leaders and planners a reference that will enhance their operational planning skills through the understanding of industry proven techniques.
DescriptionPresented to the Faculty of the University of Alaska Anchorage in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE
Table of ContentsAbstract / Key Words / Introduction / Background / Research Methodology / Research Results / Conclusions / Opportunities for Future Developments / References
PublisherUniversity of Alaska Anchorage
Showing items related by title, author, creator and subject.
General Communication, Inc. Project Management Office Reporting for Results ProjectNeill, Donna (University of Alaska Anchorage, 2016-12-01)General Communication Incorporated (GCI) is a project-driven company. As the PMO is established there is a need to document current reporting practices and improve the organizations project management maturity level by standardizing the reporting process and methodology, and determining the foundation to practice continuous improvement within the program management group. Research is needed to document an effective reporting system and implement improvements to the current reporting system with input from GCI team members. The goal of this project is to develop an effective reporting guide that documents current reporting templates and practices, and considers best practices and project management maturity for areas of improvements and more effective reporting.
Management of large interdisciplinary team science projects: a multi-methods approach to examining competenciesVeazey, Alice Danielson; Monahan, John; Cahill, Catherine; Daniel, Mary Jo; Taylor, Karen (2017-05)Over the past fifty years, the world has experienced a significant increase in the scale and complexity of scientific research that is focused on society's most important issues. This type of research requires a team approach from people with diverse skill sets working together across multiple disciplines, and that trend is reflected in a significant rise in collaborative research. "Team science" is the focus of research efforts intent on better understanding the challenges and maximizing the effectiveness of collaborative research. Projects that involve large teams of scientists require a thoughtful and planned approach to leadership and management in order to achieve the stated goals and outcomes. The science community has recognized that in order to run effective team science projects, people must identify the knowledge, skills, attitudes, values and beliefs that define the competency set for large-scale team science leadership and management. This study used a mixed-methods approach to obtain both quantitative and qualitative data through group concept mapping to develop a concept map of the competencies required to lead and manage large, interdisciplinary team science programs. These results were then used as a lens to examine the competencies identified through the content analysis of hiring documents for positions related to a broad spectrum of team science efforts. Expert team science managers defined a list of five critical competencies: project management, shared leadership, personal competence, social competence and communication. Analysis revealed that hiring practices do not identify these skill sets in position descriptions and announcements, typically focusing on project management and communication and neglecting the remaining three competencies. In order to hire people capable of managing large science teams, hiring practices, training programs and career tracks must be developed and align with these core competencies.
Research Gateway Management System for ARSC ProjectsCastro, Vincent (2012)The Research Gateway Management System (RGMS) is an account management system written in Python1 geared towards creating and facilitating user authentication and management for Arctic Region Supercomputer Center (ARSC) users on the ARSC systems. The intent of the RGMS is to forge an easy to use interface for clients to manage project information and for system administrators to manage projects and users. Utilizing this account management system will catalyze a transition towards the simplification of user and project requests and creation procedures as well as streamline user access to ARSC systems.