Home About us Contact
|
Home About us Contact | ||
|
|
||
Program Managers (program + managers)
Selected AbstractsEmergency preparation and green engineering: Augmenting the environmental knowledge and assessment toolENVIRONMENTAL PROGRESS & SUSTAINABLE ENERGY, Issue 4 2009Clinton E. Whiteley Abstract As our society continues to better prepare itself to address biological, radiological, chemical, and environmental emergencies, there is a need for better and more readily available emergency planning information for program managers and military or business personnel. Incorporating an online hazardous materials (HAZMATs) and emergency planning tool into the Environmental Knowledge and Assessment Tool (EKAT: www.ekat-tool.com) would adequately fill that need. Although not yet fully functional, the project report that this manuscript is based on is available for viewing on the EKAT web site. The proposed online emergency preparation and green engineering (EPGE) tool would provide the user with information regarding links to local emergency response teams and resources, guides for developing emergency plans and reports, HAZMATs training information, case studies to illustrate HAZMAT situations, and the ability to judge the environmental greenness of chemicals. In this way, it will serve as a means of facilitating and educating individuals for best responses in an organized fashion. To address their environmental responsibilities, public and private organizations are adopting environmental management systems (EMS). The EPGE tool is used in conjunction with EMS to address sustainability. Currently, the creation of a comprehensive tool that identifies environmental, health, and safety concerns along with supplying relevant emergency data is applicable to any business or organization. It is designed to be used as a guide to characterize and solve the environmental issues that could affect any business. © 2009 American Institute of Chemical Engineers Environ Prog, 2009 [source] Operational performance metrics for mars exploration roversJOURNAL OF FIELD ROBOTICS (FORMERLY JOURNAL OF ROBOTIC SYSTEMS), Issue 8-9 2007Edward Tunstel The concept of operational performance metrics and associated measurement issues is explored for deployed robotic systems. The focus is on performance of mobility and robotic arm autonomy exercised on the NASA Mars Exploration Rovers surface mission. This planetary rover mission has been underway for nearly 3 years since January 2004 using two rovers performing separate missions. The autonomy functions of surface navigation, short-distance approach to surface science targets, and robotic placement of armmounted instruments on science targets are considered. Operational metrics that measure performance of these functions relative to system requirements are advocated. Specific metrics are defined and computed using telemetry from the rovers' multiyear operations on Mars and applied to rate performance during their respective missions. An existing methodology is applied to compute metrics with respect to required performance and to aggregate multiple metrics into a composite performance score for each rover. The formulation is augmented to accommodate importance weights that add flexibility in use of the metrics by different potential endusers, e.g., sponsors, program managers, systems engineers, and technologists. A brief example illustrates the application and effect of importance weights on overall rover performance scores. © 2007 Wiley Periodicals, Inc. [source] T-AKE: Acquiring the Environmentally Sound Ship of the 21st CenturyNAVAL ENGINEERS JOURNAL, Issue 3 2006Cdr. Stephen P. Markle USN (Ret.) P.E. Department of Defense (DoD) program managers are increasingly challenged with the difficulties of balancing the risks associated with cost, schedule, and performance in an era of intense competition for increasingly scarce resources. Requirements associated with environmental, safety, and health (ESH), in the context of thirty to forty-year service lives, have not been consistently, or in some cases adequately, addressed in DoD programs. Environmental protection (EP) requirements generally do not fit the normal requirements generation and product synthesis model typically applied to weapon system development. As with all requirements, early identification is the key to integration into the total system. Recognition that EP requirements must be integrated at program conception led to development of the ESH Integration Model by the U.S. Navy Lewis and Clark (T-AKE) Auxiliary Cargo Ammunition Ship Program. Institutionalization of this model has enabled the T-AKE Program to establish EP performance requirements for the twelve-ship class that substantially reduce the environmental footprint of the Navy. Compared to the fifteen ships that it will be replacing, T-AKE will require fifty percent less manning and reduce waste streams by seventy percent enabling an annual life cycle cost savings of $5M in ashore waste disposal costs. The T-AKE Program has been the first to achieve the Chief of Naval Operations vision for the "Environmentally Sound Warship of the 21st Century" through design integration of EP requirements. [source] Stakeholder Involvement in the Design of U.S. Voluntary Environmental Programs: Does Sponsorship Matter?POLICY STUDIES JOURNAL, Issue 4 2003JoAnn Carmin Voluntary environmental programs (VEPs) promise to provide firms and facilities additional flexibility in managing their environmental affairs while increasing internal efficiencies and improving their public image. Although stakeholder input is thought to improve program development, little is known about the extent that stakeholders are involved in the VEP design process. Based on a survey of 61 program managers, this research distinguishes between the intensity and diversity of stakeholder involvement and uses these two concepts to assess VEP development relative to government, industry, and third-party sponsorship. Even in the absence of a mandate, all three sponsors include a variety of stakeholders in program design. Although there is evidence that collaborative relationships are developing between sponsors and a range of stakeholder groups, variations in the intensity of involvement among sponsors suggest that some stakeholders may have disproportionate levels of influence in the design of VEPs. [source] Reinventing Reforms: How to Improve Program Management Using Performance Measures.PUBLIC BUDGETING AND FINANCE, Issue 3 2010Really This paper looks at the design and use of incentivized performance measures to motivate managerial efficiency and promote greater program effectiveness. It starts off by looking at recent reforms like the Government Performance and Results Act to understand why they were largely unsuccessful in altering the decision-making process of government agencies. One problem was that performance measures have been both numerous and complicated, thereby making their role in management and oversight difficult. Equally important, no external incentives were attached to program accomplishments. The paper then examines what elements would be needed to build a management system that encourages both more efficient and more effective agency behavior. The goal of performance budgeting is to develop performance measures that display the progress of a program toward its stated objectives. Assessments based on these measures may then call for rewards or punishments. As such, it also may encourage program managers toward improved performance. The paper examines the pitfalls and complexities dealt with by Congress and Office of Management and Budget in the process. For example, a performance system must distinguish between funding program needs, as warranted by sectoral indicators, and management concerns. It must also unambiguously tie incentives to performance measures to motivate agencies, while building in commitment devices for the principals. Incentivized performance measures may not be appropriate in all conditions, but may be helpful for motivating managers and improving program performance in particular circumstances. [source] | ||||||||||