Case Study about Decentralized Wastewater Management
Executive Summary: More than one in five homes in the United States are served by individual or small, clustered wastewater systems, which collectively treat more than four billion gallons of sewage every day. Proper management of that vast, decentralized wastewater treatment infrastructure helps to protect drinking water sources and helps to keep our waters clean so that people can swim and fish in our streams, rivers, lakes, and oceans.
EPA intends this document to serve as a resource for decision makers in rural, exurban, and suburban communities across the country who want to provide effective, efficient wastewater treatment. Local decision makers know the wastewater management challenges they face: 1) in existing developed areas with old, undersized, or malfunctioning septic systems; and 2) in newer developments that need high-performance treatment facilities to protect groundwater and nearby lakes, rivers, streams, wetlands, and coastal waters. Keep Reading…
Case Study about Military-Standard Data Center Management
Challenge: Secure collaboration and information exchange are crucial for any organization. In the case of the North Atlantic Treaty Organization (NATO) lives depend on it. In the 21st century, the prime focus of this 28-country alliance is to safeguard the freedom and security of its members.That role involves a delicate combination of crisis management and peacekeeping, supported by fail-safe communications and secure data management, of which the NATO Communications and Information Agency (NCIA) is a key enabler. Present in 30 locations worldwide, NCIA connects NATO forces and nations, providing IT services and state-of-the-art capabilities including cyber and missile defense.
Solution: Several vendors were invited to provide a high-level design and, after careful consideration, NCIA decided to partner with Cisco. “What impressed us most about the Cisco proposal was its integrated data processing, storage, and networking management,” says Raffaele de Luca, head of operations, plans, and service management at NCNP. “Once we had awarded the contract Cisco contributed to the low-level design, helping us move forward safely and quickly.” Keep reading…
Summary: In our work we will try to show, according to recent and by scientific publicity accepted attitudes, three basic organizational forms for project management, with their description, characteristics, advantages and disadvantages, as well as to try to identify the cases in which some of them could be applied. In this sense we will analyze the functional organizational type, where the project is a part of functional enterprise organization, clear project organization and combined or matrix system. According to the fact that each one of the models mentioned above has its own advantages and disadvantages, in this work we will try to pre-sent the procedure for choosing which model will be the most appropriate for implementation in particu-lar cases.
Introduction: An enterprise, if successful, has a tendency towards growth and development, it employs and trains qualitative staff, provides resources and develops the organizational structure. In general, the structure is focused on specialization of the group staff. If the organizational structure is unable to perform some task, the tendency of its rejection will appear. When such a situation becomes dangerous for the firm, the increasing pressure will be exerted on reorganization. keep reading…
Case Study about Reducing Costs through Production and Supply Chain Management
Introduction: IKEA, the Swedish home products retailer, is known for its good-quality, inexpensive products, which are typically sold at prices 30–50% below those of its competitors. While the price of products from other companies continues to rise over time, IKEA claims that its retail prices have been reduced by a total of 20% over the last four years.
At IKEA, the process of cost reduction starts at product conception and continues throughout the process of design, sourcing of materials and components, production, and distribution. For example, the “Bang” mug has been redesigned many times to realize shipping cost savings. Originally, 864 mugs would fit into a pallet. After redesign a pallet held 1,280 mugs, and with a further redesign 2,024 mugs could be squeezed into a pallet, reducing shipping costs by 60%.
Case Study about Construction Engineering and Management
Abstract: Estirnating labor productivity is one of the most difficult aspects of priming an estimate, or a control budget based on the estimate for labor-intensive activities in construction.
The primary objective of research is developing artificial neural neavork or ANN based Estimating tools CO offer estimators valuable information about labor productivity in bidding nem jobs. In conjunction with a major Canadian industrial contractor, the thesis research presents case studies on the theoretical basis and practical considerations for Measuring and analyzing labor productivity in industrial construction.
case Study about Reputation Management as Relationship Management
Abstract: This paper investigates the concept of corporate reputation and corporate image. Corporate image is the product of the experiences of a product or service and the messages sent by an organisation, while corporate reputation is the product of management behaviours and organisation-public relationships. This paper explores whether corporate reputation can be managed and who manages it. It is especially interested in identifying how much control corporate communication practitioners have over corporate reputation.
Introduction: Interest in reputation management in the USA grew rapidly in the 1990s, due to a crisis of legitimacy in the neo-liberal ideology that at that time influenced the majority of western governments. Following the lead of Fortune magazine’s Most Admired Corporations’ survey, magazines and public interest groups in USA and Australia began evaluating corporations and publishing their findings to the publics (Deephouse, 2002). Reputation management has been growing in importance and has influenced the way organisations have approached their management of communications, especially in relation to sustainable development and the triple bottom line, of financial, social and environmental accountability.
Introduction: Specifically, what we say to others and how we act adds to the image of the organisation. It is therefore important to evaluate what employees and stakeholders such as the media say about the organisation. If we want to protect and build our company’s reputation (image being just one element) we have to influence this process. Employees and customers can be perceived as the two most important groups in reputation management. Figure xx.1 indicates how the complex interaction between the internal view (employees) and external view (customers) influence the performance of the organisation. Identity and image are the most important dimensions of corporate reputation, and should be linked in a rational way.
Reputation Risk: Today’s enlightened companies have come to realise that reputation is an asset that needs to be managed proactively. These companies have realised that the scrutiny under which business operates today and the amount of information in the hands of consumers and other members of the public, make reputation a vital asset, and in some industries, the most important asset. After all, what goes through the mind of a stakeholder when he/she sees a company’s secrets exposed on an investigative journalism programme such as ‘Carte Blanche’, ‘60 Minutes’ or ‘World in Action’? Recent incidents highlighted in the media certainly show a need for more formalised reputation management.
Abstract: The highly competitive environment, linked to the globalization phenomena, demands from companies more agility, better performance and the constant search for cost reduction. The present study focused on improvements in internal materials handling management, approaching the case of a large company in the automotive industry. Materials handling is intrinsically associated with production flow. Because of this, it has direct influence on transit time, resources usage, and service levels. The objective was to evaluate, in a systematic way, the impact of implemented changes in materials handling management on the internal customers’ perceptions of cost, safety in service, service reliability, agility and overall satisfaction.
Introduction: There is a strong concern to adjust the supply system in a company to achieve a higher service level internally and to the outside customers. This brings to a higher operational level and even a possible differential when compared with the other competitors. Materials handling management is among many factors that contribute to improve a company’s performance. The Materials Handling Industry of America [MHIA] defines materials handling management as “Material Handling is the movement, storage, control and protection of material, goods, and products throughout the process of manufacturing, distribution, consumption and disposal.
Abstract: – The amount of software has increased in several products. Software projects have become more complex and their management requires significant amount of skills from every project manager. The amount of available resources, strict budgets, cost control and need for accurate reporting and documentation as well as good quality are part of every project managers’ life. As business challenges project managers more and more it would be useful to know what areas of project management create biggest value to the projects. Value Engineering has been a usable method for developing high value products for several years. It has been applied successfully to software processes as well as to software product development.
Introduction: The objective of the value-based approach is to find ways to eliminate value loss in software development, software products, and software process improvement (SPI) using the value assessment framework of Koskela and Huovila. Value-based approach uses economic-driven tools, which are based on economic studies including, for example, the areas of cost estimation, cost calculation and investment calculation. The valuebased approach prefers calculating costs instead of estimating them, and also considers software development and SPI as investments, on which it is possible to spend too much money. In practice, it takes care that the customer requirements are met in the best possible manner, ensuring quality, timeliness and value in products as well as in processes, over their entire life cycle.
Case Study about Service-Oriented IT Management: Benefit, Cost and Success Factors
Abstract: Customer focus in the planning, development and delivery of IT services, service-oriented IT management has become increasingly important. This paper investigates to what effect service-oriented IT management has already been put into place in European companies. Benefit and cost categories of integrating service-oriented principles into IT management processes are analyzed. Additionally success factors for implementing serviceoriented IT management are investigated. For this purpose, six case studies were conducted. The situation of IT management before and after implementation was analyzed and comments are made on the corresponding transformation projects. Based on the case studies, this paper shows three typical benefit categories of service-oriented IT management.
Introduction: the framework of strategic IT management customer focus forms a central component as one of the most important strategic thrusts. Especially after the e-business bubble has burst, the agenda of chief information officers focus on topics such as consolidation, reduction of complexity, IT alignment and performance measurement rather than innovation, new technologies and new business models. IT resources are primarily to be committed to the efficient and effective satisfaction of IT customer’s needs. The transformation from a technology-oriented IT department to a client-focused IT service provider with a methodological structuring of internal IT processes can only be guaranteed by service-oriented IT management. In contrast to concepts such as service-oriented computing the service-oriented IT management concept concentrates especially on the management of IT services.