[en] In large projects such as particle accelerators or detectors, interfaces and boundaries reveal themselves to be both critical and underestimated. The technical manager, an actor among others, finds himself placed at network nodes where he must set up exchanges spaces in order to generate collaborative behaviours. Starting with case studies from the field of CERN, the thesis follows three principles based on the dia-logical, the hologramic and the self-eco-organization principles, as expanded in the writings on complexity. It puts forward an original methodological matrix construction leading to a transactional model of the interface actor. The collaborative exchanges spaces builds itself as a place for the dynamic transformation of the interface actor into a boundary actor. Intermediate objects, created during the design / integration process, are simultaneously transformed into boundary objects. They are instrumental in the realization of the product: this takes place in the framework of the project which has been determined through a recursive process. The interest generated by such a global and combined approach of this dynamic process leads to the proposal of a 'hyper-compass', with the aim of providing the means for the technical manager to orient his 'acting ↔ thinking'. (author)

[en] This document describes the Hanford Reservation site support program plan for each support division, in terms of safety, environmental concerns, costs, and reliability. Support services include the following: Piped Utilities; Electrical utilities; transportation; Energy management; General Administration Support Buildings; electrical safety upgrades. Contained in this Volume I is introductory information covering the following: Management support; president's office; communications office; legal department; strategic initiatives; organizational development; administration division including management, project planning, finances, human resources, cost estimating; management assessment; labor relations

No abstract available

[en] Investment projects impose a multitude of requirements upon clients and engineering contractors to cope with the management of project inherent conflicts. The paper reviews certain aspects on why such conflicts develop, and how they may be resolved. (orig.)

[en] This article describes how the Westinghouse Hanford Company is reinventing the US DOE's Hanford Site, turning a 1940s-era dinosaur into a 1990s-style business. The major topics covered include the following: breaking the logjam by ending the inefficient cost-plus days; Concentrating resources on resolving urgent safety issues; contract reform with more incentive, greater risk; finally reengineering: the next step

[en] I want to discuss the role of ITER in the US MFE Program Strategy. I should stress that any opinions I present are purely my own. I'm not speaking ex cathedra, I'm not speaking for the ITER Home Team, and I'm not speaking for the Lawrence Livermore National Laboratory. I'm giving my own personal opinions. In discussing the role of ITER, we have to recognize that ITER plays several roles, and I want to identify how ITER influences MFE program strategy through each of its roles

[en] DOE O 413 measures a project's progress to plan by the consumption of funding, the passage of time, and the meeting of milestones. In March of 2003, then Under Secretary, Energy, Science, Card received a memo directing the implementation of Project Management and the Project Management Manual, including the Integrated Master Plan and Integrated Master Schedule. This directive states 'the integrated master plan and schedule tie together all project tasks by showing their logical relationships and any constraints controlling the start or finish of each task. This process results in a hierarchy of related functional and layered schedules derived from the Work Breakdown Structure that can be used for monitoring and controlling project progress'. This paper shows how restoring the IMP/IMS paradigm to DOE program management increases the probability of program success in ways not currently available using DOD O 413 processes alone. Using DOE O 413 series guidance, adding the Integrated Master Plan and Integrated Master Schedule paradigm would provide a hierarchical set of performance measures for each 'package of work,' that provides measurable visibility to the increasing maturity of the project. This measurable maturity provides the mechanism to forecast future performance of cost, schedule, and technical outcomes in ways not available using just the activities in DOE O 413. With this information project managers have another tool available to address the issues identified in GAO-07-336 and GAO-09-406. (authors)

[en] Antiproton researchers—who are responsible for the “A” in FAIR—are especially relieved that the project will stay intact

[en] Three samples in nuclear techniques section, which supported by National Natural Science Foundation in ninth five-year period, are reviewed. From the samples, it is proposed that scientist and technician should put forward projects in the cross-subject of nuclear techniques and other field

[en] Key learnings: • Timely stakeholder communication and education; • Mineralogy and testwork; • Learn from other Uranium developers. Feasibility work can cost anywhere from $1m up to $30m, construction and operation costs run into $100m’s. Spend investors money wisely to ensure a good product.