مشخصات مقاله | |
ترجمه عنوان مقاله | اعمال مدیریت ارزش هنگامی که به نظر می رسد هیچ ارزشی برای مدیریت وجود ندارد: مورد انحلال هسته ای |
عنوان انگلیسی مقاله | Applying value management when it seems that there is no value to be managed: the case of nuclear decommissioning |
انتشار | مقاله سال 2019 |
تعداد صفحات مقاله انگلیسی | 16 صفحه |
هزینه | دانلود مقاله انگلیسی رایگان میباشد. |
پایگاه داده | نشریه الزویر |
نوع نگارش مقاله |
مقاله پژوهشی (Research Article) |
مقاله بیس | این مقاله بیس نمیباشد |
نمایه (index) | Scopus – Master Journals List – JCR |
نوع مقاله | ISI |
فرمت مقاله انگلیسی | |
ایمپکت فاکتور(IF) |
5.979 در سال 2018 |
شاخص H_index | 121 در سال 2019 |
شاخص SJR | 2.203 در سال 2018 |
شناسه ISSN | 0263-7863 |
شاخص Quartile (چارک) | Q1 در سال 2018 |
مدل مفهومی | ندارد |
پرسشنامه | دارد |
متغیر | ندارد |
رفرنس | دارد |
رشته های مرتبط | مدیریت |
گرایش های مرتبط | مدیریت پروژه |
نوع ارائه مقاله |
ژورنال |
مجله / کنفرانس | مجله بین المللی مدیریت پروژه-International Journal of Project Management |
دانشگاه | School of Civil Engineering, University of Leeds, Woodhouse Lane, Leeds LS2 9JT, UK |
کلمات کلیدی | مدیریت ارزش، پایان زندگی زیرساخت، انحلال هسته ای، پروژه بزرگ، چالش های اجتماعی |
کلمات کلیدی انگلیسی | Value management; Infrastructure end-of-life; Nuclear decommissioning; Megaproject; Social challenges |
شناسه دیجیتال – doi |
https://doi.org/10.1016/j.ijproman.2019.01.004 |
کد محصول | E12208 |
وضعیت ترجمه مقاله | ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید. |
دانلود رایگان مقاله | دانلود رایگان مقاله انگلیسی |
سفارش ترجمه این مقاله | سفارش ترجمه این مقاله |
فهرست مطالب مقاله: |
Abstract 1. Introduction 2. Theoretical background on value and value management 3. Method 4. Findings 5. Overall discussion 6. Limitations and future research 7. Conclusion Acknowledgments References |
بخشی از متن مقاله: |
Abstract
The vast majority of project management literature relating to infrastructure focuses on the project lifecycle up to commissioning and handover. Conversely, little attention has been paid to the end-of-life of infrastructure, i.e. when decommissioning begins. Infrastructure decommissioning projects are long and complex projects, involving an extensive network of stakeholders. Moreover, their budgets can reach hundreds of billions of Euros and, for many of these projects, keep increasing. Since decommissioning projects do not generate direct revenues, they are often considered an expensive nuisance with limited value linked to their delivery. This paper explores the use of Value Management (VM), examining the constraints of decommissioning projects and the requirements for successful implementation of VM, focusing on the nuclear industry due to its techno-socio-economic relevance. Findings derived from the application of content analysis on semi-structured interviews with experienced decommissioning practitioners include suggestions on how to implement VM, ultimately contributing to increase the knowledge on how to deliver decommissioning projects with better performance. Introduction The majority of project management research has investigated the planning, design and delivery of construction projects and megaprojects (Pitsis et al., 2018; Locatelli et al., 2017; Lindhart and Larsen, 2016; Tripathi and Jha, 2018), and only limited and recent attention has been given to the end-of-life of infrastructure (Invernizzi et al., 2018a). Decommissioning, dismantling and removal refer to the end-of-life of infrastructure and to the process of withdrawing it from service, “clean” it and deconstructing it. For instance, in the nuclear industry, decommissioning is defined as “all the administrative and technical actions taken to allow the removal of some or all the regulatory controls from a facility […]” (IAEA, 2006, P.31–32). For the sake of synthesis and simplicity, in this paper, the authors will use the word “decommissioning” to embrace all the terms mentioned above. |