Conferences related to Project Management

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2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII)

This conference provides an idea-exchange and discussion platform for researchers and practitioners interested in information management, innovation management and industrial engineering. The topics will arrange from the technology management theories to the management practice methods and technology.


2013 Eighth International Conference on Digital Information Management (ICDIM)

The principal aim of this conference is to bring people in academia, research laboratories and industry together, and offer a collaborative platform to address the emerging issues and solutions in digital information science and technology. The ICDIM intends to bridge the gap between different areas of digital information management, science and technology.

  • 2012 Seventh International Conference on Digital Information Management (ICDIM)

    The principal aim of this conference is to bring people in academia, research laboratories and industry together, and offer a collaborative platform to address the emerging issues and solutions in digital information science and technology.

  • 2011 Sixth International Conference on Digital Information Management (ICDIM)

    The ICDIM 2011 is a forum of academic and industrial researchers and scientists in digital information management and technology. It addresses the research in significant areas of information management, database management, and process management.

  • 2010 Fifth International Conference on Digital Information Management (ICDIM)

    The International Conference on Digital Information Management is a multidisciplinary conference on digital information management, science and technology.

  • 2009 Fourth International Conference on Digital Information Management (ICDIM)

    he principal aim of this conference is to bring people in academia, research laboratories and industry and offer a collaborative platform to address the emerging issues and solutions in digital information science and technology. The ICDIM intends to bridge the gap between different areas of digital information management, science and technology. This forum will address a large number of themes and issues. The conference will have original research and industrial papers on the theory, design and implementat


2013 IEEE 25th Symposium on Fusion Engineering (SOFE)

SOFE covers all engineering aspects of existing and future fusion experiments, development facilities, and power plants for magnetic and inertial fusion energy.

  • 2011 IEEE 24th Symposium on Fusion Engineering (SOFE)

    SOFE has been held biennially since 1965 and is coordinated by the Fusion Technology Committee of the IEEE/NPSS. It provides a central gathering place for the international community of scientists and engineers who are engaged in developing fusion energy.

  • 2009 IEEE 23rd Symposium on Fusion Engineering - SOFE

    The Symposium covers engineering and scientific advances in both magnetic and inertial confinement fusion, with attendees from major fusion energy research centers worldwide. Plenary sessions typically report on the status of the program and results from the major experimental facilities while the technical sessions cover a wide range of technologies associated with fusion research including reactor design, plasma facing components, plasma material interactions, plasma diagnostics, safety and environment, p

  • 2007 IEEE 22nd Symposium on Fusion Engineering - SOFE

    The Symposium is dedicated to the scientific, technological and engineering issues of fusion energy research and presents a mixture of oral presentations and poster sessions allowing for extensive interactions among the participants. Most aspects of both the magnetic and inertial fusion science and engineering are legitimate topics of the conference as outlined in the call for papers.

  • 2005 IEEE 21st Symposium on Fusion Engineering - SOFE


2013 International Conference on Management Science and Engineering (ICMSE)

Management science and engineering, including operations research, organizational systems and behavior, economics and finance, and public administration.


2012 7th IEEE International Conference on Global Software Engineering (ICGSE)

The 7th International Conference on Global Software Engineering (ICGSE) brings together researchers and practitioners interested in solving the challenges of globally distributed teams.


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Periodicals related to Project Management

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Engineering Management Review, IEEE

Reprints articles from other publications of significant interest to members. The papers are aimed at those engaged in managing research, development, or engineering activities. Reprints make it possible for the readers to receive the best of today's literature without having to subscribe to and read other periodicals.


Engineering Management, IEEE Transactions on

Management of technical functions such as research, development, and engineering in industry, government, university, and other settings. Emphasis is on studies carried on within an organization to help in decision making or policy formation for RD&E.


Software, IEEE

IEEE Software's mission is to build the community of leading and future software practitioners. The magazine delivers reliable, useful, leading-edge software development information to keep engineers and managers abreast of rapid technology change. The authority on translating software theory into practice, IEEE Software is positioned between pure research and pure practice, transferring ideas, methods, and experiences among researchers and engineers. ...



Most published Xplore authors for Project Management

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Xplore Articles related to Project Management

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A Perspective on Integrated Project Team Strategies

T. J. De Villiers; L. Pretorius 2006 IEEE International Engineering Management Conference, 2006

The purpose of IPTS is to unite the core project participants (those 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company's interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) ...


Bridging boundaries, negotiating differences: the nature of leadership in cross-functional proposal-writing groups

R. Kent-Drury IEEE Transactions on Professional Communication, 2000

The article analyzes the behaviors and mechanisms in aerospace proposals written by a company over 10 years. It asserts that persuasion and negotiation, schedule tracking, and designation of neutral project space all contributed to success


Management of SOA in public administration: A case study

Thomas Keller; Martin Dietrich 2009 International Conference on Management Science and Engineering, 2009

The concept of business integration as the combination of business process management and enterprise application integration may seem old hat and already well understood. In practice, however, many project managers struggle with the complexity and interdisciplinarity of business integration, especially in the context of a service oriented architecture. Specialized management frame-works are scarce in this field but are crucial to ...


Collaboration Strategies for Distributed Teams: A Case Study of CAD Systems Integration

Kurt E. Madsen Systems, 2009. ICONS '09. Fourth International Conference on, 2009

Software development becomes more challenging when teams are geographically distributed. One cause is that certain activities in the development lifecycle are inherently collaborative. This paper presents our experiences applying strategies that improved collaboration on our global team. Our experiences are drawn from a project in which we developed a system to integrate a computer- aided design tool with an online ...


Communication and engineers: collisions at the crossroads!

J. A. Robinson Professional Communication Conference, 1997. IPCC '97 Proceedings. Crossroads in Communication., 1997 IEEE International, 1997

Differences in individual goals, language and culture build barriers to effective communication at the crossroads between engineers and technical communicators as project team members. The barriers appear in starting, supporting, scheduling and guiding projects. Open communication, active listening and collaborative problem solving can help the project leader "wave 'em through and watch 'em smile"


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Educational Resources on Project Management

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eLearning

A Perspective on Integrated Project Team Strategies

T. J. De Villiers; L. Pretorius 2006 IEEE International Engineering Management Conference, 2006

The purpose of IPTS is to unite the core project participants (those 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company's interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) ...


Bridging boundaries, negotiating differences: the nature of leadership in cross-functional proposal-writing groups

R. Kent-Drury IEEE Transactions on Professional Communication, 2000

The article analyzes the behaviors and mechanisms in aerospace proposals written by a company over 10 years. It asserts that persuasion and negotiation, schedule tracking, and designation of neutral project space all contributed to success


Management of SOA in public administration: A case study

Thomas Keller; Martin Dietrich 2009 International Conference on Management Science and Engineering, 2009

The concept of business integration as the combination of business process management and enterprise application integration may seem old hat and already well understood. In practice, however, many project managers struggle with the complexity and interdisciplinarity of business integration, especially in the context of a service oriented architecture. Specialized management frame-works are scarce in this field but are crucial to ...


Collaboration Strategies for Distributed Teams: A Case Study of CAD Systems Integration

Kurt E. Madsen Systems, 2009. ICONS '09. Fourth International Conference on, 2009

Software development becomes more challenging when teams are geographically distributed. One cause is that certain activities in the development lifecycle are inherently collaborative. This paper presents our experiences applying strategies that improved collaboration on our global team. Our experiences are drawn from a project in which we developed a system to integrate a computer- aided design tool with an online ...


Communication and engineers: collisions at the crossroads!

J. A. Robinson Professional Communication Conference, 1997. IPCC '97 Proceedings. Crossroads in Communication., 1997 IEEE International, 1997

Differences in individual goals, language and culture build barriers to effective communication at the crossroads between engineers and technical communicators as project team members. The barriers appear in starting, supporting, scheduling and guiding projects. Open communication, active listening and collaborative problem solving can help the project leader "wave 'em through and watch 'em smile"


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IEEE-USA E-Books

  • Acknowledgments

    A brilliant instruction set for achieving CMM® and CMMI® Level 2 requirementsMany organizations, in their push to complete a successful Level 2 CMM or CMMI appraisal, make sizable investments to develop and document their software processes. This book helps these organizations save both time and money while skillfully moving from the chaos of a free-form software development process to one that is controlled, documented, and repeatable. Specifically, the author demonstrates how the application of select IEEE Software Engineering Standards ensures the production of higher quality, reproducible software products.Although the CMM and CMMI set forth standards in six Key Process Areas (KPAs) that must be satisfied to achieve Level 2 accreditation, they do not provide guidance on how to reach these standards. Readers will discover why that role should fall to the IEEE Software Engineering Standards, which, when applied effectively, can be used to develop best practices and fulfill the requirements associated with effective software project management. This book provides the link between Level 2 requirements and the supporting items available in the IEEE Software Engineering Standards. Using the detailed matrices that the author has designed to map Level 2 requirements to IEEE Software Engineering Standards, readers can better understand and meet the criteria set forth in all six KPAs.Everything needed to meet Level 2 requirements is provided: Introduction and overview Summary of SW-CMM Summary of CMMI-SW (Staged) Differences between CMM and CMMI-SW (Staged) IEEE Software Engineering StandardsTechnical terminology for each phase of a CMM and a CMMI-SW model is explained in simple language making them easy to understand. For organizations that do n ot wish to pursue Level 2 accreditation, the book is still an essential resource that provides practical guidance for developing sound software engineering practices. This book is recommended for all software engineers, project managers, and auditors.

  • Tables and Figures

    A brilliant instruction set for achieving CMM® and CMMI® Level 2 requirementsMany organizations, in their push to complete a successful Level 2 CMM or CMMI appraisal, make sizable investments to develop and document their software processes. This book helps these organizations save both time and money while skillfully moving from the chaos of a free-form software development process to one that is controlled, documented, and repeatable. Specifically, the author demonstrates how the application of select IEEE Software Engineering Standards ensures the production of higher quality, reproducible software products.Although the CMM and CMMI set forth standards in six Key Process Areas (KPAs) that must be satisfied to achieve Level 2 accreditation, they do not provide guidance on how to reach these standards. Readers will discover why that role should fall to the IEEE Software Engineering Standards, which, when applied effectively, can be used to develop best practices and fulfill the requirements associated with effective software project management. This book provides the link between Level 2 requirements and the supporting items available in the IEEE Software Engineering Standards. Using the detailed matrices that the author has designed to map Level 2 requirements to IEEE Software Engineering Standards, readers can better understand and meet the criteria set forth in all six KPAs.Everything needed to meet Level 2 requirements is provided: Introduction and overview Summary of SW-CMM Summary of CMMI-SW (Staged) Differences between CMM and CMMI-SW (Staged) IEEE Software Engineering StandardsTechnical terminology for each phase of a CMM and a CMMI-SW model is explained in simple language making them easy to understand. For organizations that do n ot wish to pursue Level 2 accreditation, the book is still an essential resource that provides practical guidance for developing sound software engineering practices. This book is recommended for all software engineers, project managers, and auditors.

  • Staffing Essentials

    This chapter contains sections titled: Fear of Trying: The Plight of Rookie Project Managers Coaching the Rookie Manager Training Developers in Critical Skills Ten Lessons Learned from Implementing Integrated Product Teams The Softer Side of Project Management

  • Index

    A landmark chip like the P6 or Pentium 4 doesn't just happen. It takes a confluence of brilliant minds, dedication for beyond the ordinary, and management that nurtures the vision while keeping a firm hand on the project tiller.As chief architect of the P6, Robert Colwell offers a unique perspective as he unfolds the saga of a project that ballooned from a few architects to hundreds of engineers, many just out of school. For more than a treatise on project management, The Pentium Chronicles gives the rationale, the personal triumphs, and the humor that characterized the P6 project, an undertaking that broke all technical boundaries by being the first to try an out-of order, speculative super-scalar architecture in a microprocessor.In refreshingly down-to-earth language, organized around a framework "we wish we had known about then," Chronicles describes the architecture and key decisions that shaped the P6, Intel's most successful chip to date. Colwell's inimitable style will have readers laughing out loud at the project team's creative solutions to well-known problems. From architectural planning in a storage room jimmied open with a credit card, to a marketing presentation using shopping carts, he takes readers through events from the projects beginning through its production. As Colwell himself recognizes, success is all about learning from others, and Chronicles is filled with stories of ordinary and exceptional people and frank assessments of "oops" moments, like the infamous FDIV bug.As its subtitle implies, the book looks beyond RTL models and transistors to the Intel culture, often poking fun at corporate policies, like team-building exercises in which engineers ruthlessly shoot down each other's plans. Whatever your level of computing expert ise, Chronicles will delight and inform you, leaving you with a better understanding of what it takes to create and grow a winning product.

  • CMMI-SW Level 3

    This chapter contains sections titled: Requirements Development Technical Solution Product Integration Verification Validation Introduction Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution

  • ISO 9001 for Small Projects

    This chapter contains sections titled: Introduction to ISO 9001 for Small Projects Project Management Plan - Small Projects

  • Appendix A Documents for the OPT Project

    This chapter contains sections titled: OPT Executive Sponsor Memorandum OPT Project Context Document OPT Configuration Management Plan OPT Concept of Operations OPT Software Requirements Specification OPT Software Project Management Plan OPT Software Design Description

  • The Project Management Context

    This chapter contains sections titled: Organization of the Project Team Project Organization and Innovation Type Phase Management and Portfolio Management Summary

  • Level 2 CMMI for Small Projects

    This chapter contains sections titled: Introduction to CMMI® and Small Projects Project Management Plan - Small Projects

  • Visibility and Control

    This chapter contains sections titled: Controlling Software Projects Earned Value Project Management Software Configuration Management: A Discipline with Added Value Managing Software Quality with Defects Why Bad Things Happen to Good Projects



Standards related to Project Management

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IEEE Guide Adoption of PMI Standard - A Guide to the Project Management Body of Knowledge

The primary purpose of this document is to identify and describe that subset of the PMBOK that is generally accepted and adopt this as IEEE Std 1490-2002. Generally accepted means that the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness. Generally accepted does not ...


IEEE Standard for Software Project Management Plans

To prescribe the format and contents of software management plans. A software management plan is the controlling document for managing a software project; it provides the technical and managerial activities necessary to satisfy the requirements for the software project.


IEEE Supplement to Standard for Software Project Management Plans

To establish a correlation between the content of software project management plans as defined in 1058 and the content of such plans as defined in IEEE 12207.1, Guide for Information Technology - Software Life Cycle Processes - Life Cycle Data by adding an annex which will correlate the assumptions relating to content of the two documents and trace content between ...