This article explains the execution and delivery progression phases of the project lifecycle.It is the third phase of the project lifecycle that leads to the final realization of the project's goals.However,this e...This article explains the execution and delivery progression phases of the project lifecycle.It is the third phase of the project lifecycle that leads to the final realization of the project's goals.However,this essay will describe the understanding of the‘enlightened planning’approach during the execution and delivery strategy progress of a project’s lifecycle.The features and details in the Enlightened Planning and PMI PMBOK Guide are compared.The author explored the nature and role of basic frameworks such as the project lifecycle,the process phase structure,and key project definition questions—the seven Ws(Who,Why,What,Which way,Wherewithal,When,Where).Combining Enlightened Planning and PMI PMBOK Guide,the differences between the two approaches are given.In addition,the author elaborated the advantages and disadvantages of the two approaches in current practice.展开更多
With the launch of the U.S.Green Building Council’s Leadership in Energy and Environmental Design(LEED^(■))rating system,new building construction in the United States has rapidly begun adopting this guide as the st...With the launch of the U.S.Green Building Council’s Leadership in Energy and Environmental Design(LEED^(■))rating system,new building construction in the United States has rapidly begun adopting this guide as the standard for sustainable building.The rating system profoundly alters the design and operation of buildings,however,to date,little has been documented on the cumulative effects of the rating system across different phases of the project lifecycle:planning,architecture/design,engineering,construction and operational facility management(AEC+P+F).Further,the ability to gain efficiencies in the building phase itself is still unknown.Implications of the delivery system in LEED^(■)attainment also have not been clearly associated with the level of AEC+P+F integration.To pursue this goal,project participants are becoming involved earlier in the process;information exchanges take place throughout the project lifecycle;and the results of those frequent exchanges impact the value to the owner through focus on attainment of a particular green rating score.These features are confi guring a framework for green project delivery.This framework approaches lean thinking by generating value to the owner,improving the flow of information,and transforming the inputs required for the selection of materials and systems,to outputs in the form of a sustainability rating certification.This research focuses on exploring associations between LEED^(■)criteria,project lifecycle,the stakeholders’interests,lean process improvements and typical delivery systems used in building construction.The paper proposes a matrix of weighted indexes to explain and provide increased collaboration among project participants,improved efficiency throughout the project lifecycle,and new techniques which may be incorporated into the construction process.展开更多
Conservation of blue carbon(BC)ecosystems,consisting of both the vegetation and the subsoil thereof,has historically lagged behind terrestrial forests due in part to their scientific,socio-economic,and political incon...Conservation of blue carbon(BC)ecosystems,consisting of both the vegetation and the subsoil thereof,has historically lagged behind terrestrial forests due in part to their scientific,socio-economic,and political incongruities.Private buy-in and a whole-of-society approach is necessary to catalyze conservation.However,the involvement of diverse stakeholders begs the question:is conservation their true aim?Or has the commodification of carbon formed a disconnect between monetization and protection of BC ecosystems?In this paper,we present a conceptual link among stakeholders of BC projects and their roles across the project stages,synthesized from semi-structured interviews among actors within the BC credit ecosystem.Thirteen stakeholder categories are identified,with involvement spanning eight project stages from pre-feasibility studies to carbon credit retirement.Stakeholders closer to the supply-side of credits are more aware of conservation but need further awareness of the carbon credit cycle and vice versa for the demand-side.Overall,our findings indicate that conservation is secondary to commodification for most stakeholders.The project developer is the main actor that interacts with and is cognizant of the roles of other stakeholders,thereby having decision-making power in steering participation levels of other stakeholders.It became apparent that the project developer has broad-reaching consequences over the outcomes of the carbon project,implying that their perceptions and receptions regarding commodification versus conservation matters the most.We put forth the following recommendations for better governance of BC projects,amongst others:establishment of nationwide legal frameworks,improved participation of local communities,and institutional accreditation of stakeholders.展开更多
文摘This article explains the execution and delivery progression phases of the project lifecycle.It is the third phase of the project lifecycle that leads to the final realization of the project's goals.However,this essay will describe the understanding of the‘enlightened planning’approach during the execution and delivery strategy progress of a project’s lifecycle.The features and details in the Enlightened Planning and PMI PMBOK Guide are compared.The author explored the nature and role of basic frameworks such as the project lifecycle,the process phase structure,and key project definition questions—the seven Ws(Who,Why,What,Which way,Wherewithal,When,Where).Combining Enlightened Planning and PMI PMBOK Guide,the differences between the two approaches are given.In addition,the author elaborated the advantages and disadvantages of the two approaches in current practice.
文摘With the launch of the U.S.Green Building Council’s Leadership in Energy and Environmental Design(LEED^(■))rating system,new building construction in the United States has rapidly begun adopting this guide as the standard for sustainable building.The rating system profoundly alters the design and operation of buildings,however,to date,little has been documented on the cumulative effects of the rating system across different phases of the project lifecycle:planning,architecture/design,engineering,construction and operational facility management(AEC+P+F).Further,the ability to gain efficiencies in the building phase itself is still unknown.Implications of the delivery system in LEED^(■)attainment also have not been clearly associated with the level of AEC+P+F integration.To pursue this goal,project participants are becoming involved earlier in the process;information exchanges take place throughout the project lifecycle;and the results of those frequent exchanges impact the value to the owner through focus on attainment of a particular green rating score.These features are confi guring a framework for green project delivery.This framework approaches lean thinking by generating value to the owner,improving the flow of information,and transforming the inputs required for the selection of materials and systems,to outputs in the form of a sustainability rating certification.This research focuses on exploring associations between LEED^(■)criteria,project lifecycle,the stakeholders’interests,lean process improvements and typical delivery systems used in building construction.The paper proposes a matrix of weighted indexes to explain and provide increased collaboration among project participants,improved efficiency throughout the project lifecycle,and new techniques which may be incorporated into the construction process.
基金funded by Universiti Kebangsaan Malaysia,grant number GUP-2023-014 awarded to M.R.F.N.R.received support during her postgraduate study by the fellowship UKM.AKA.700-4/2/3/P145262.
文摘Conservation of blue carbon(BC)ecosystems,consisting of both the vegetation and the subsoil thereof,has historically lagged behind terrestrial forests due in part to their scientific,socio-economic,and political incongruities.Private buy-in and a whole-of-society approach is necessary to catalyze conservation.However,the involvement of diverse stakeholders begs the question:is conservation their true aim?Or has the commodification of carbon formed a disconnect between monetization and protection of BC ecosystems?In this paper,we present a conceptual link among stakeholders of BC projects and their roles across the project stages,synthesized from semi-structured interviews among actors within the BC credit ecosystem.Thirteen stakeholder categories are identified,with involvement spanning eight project stages from pre-feasibility studies to carbon credit retirement.Stakeholders closer to the supply-side of credits are more aware of conservation but need further awareness of the carbon credit cycle and vice versa for the demand-side.Overall,our findings indicate that conservation is secondary to commodification for most stakeholders.The project developer is the main actor that interacts with and is cognizant of the roles of other stakeholders,thereby having decision-making power in steering participation levels of other stakeholders.It became apparent that the project developer has broad-reaching consequences over the outcomes of the carbon project,implying that their perceptions and receptions regarding commodification versus conservation matters the most.We put forth the following recommendations for better governance of BC projects,amongst others:establishment of nationwide legal frameworks,improved participation of local communities,and institutional accreditation of stakeholders.
