V. Sharma
3 records found
1
Opportunity Management
Studying the subjectivity of project management and entrepreneurial perspectives for improving opportunity management
Project managers' and entrepreneurs' perspectives were compared using the Q-methodology. Q-analysis resulted in low cumulative explained variance (42%). The similarities and differences between the perspectives of project managers and entrepreneurs were examined in light of the Q-analysis findings. Entrepreneurial or shared competencies, such opportunity (s10), creativity (s4), and leadership (s8), received the highest overall ratings. The lowest rated competencies, in comparison, are self-management (s26), governance, structure, and processes (s7), and compliance, standards, and regulations (s2). Business developers entering a project in the conceptualisation phase found resourcefulness (s22), vision (s34) and personal communication (s12) more important. Whereas project managers are involved in the execution phase of a project, they found negotiation (s9), time (s33) and procurement (s16) more critical for opportunity management. Project managers' and business developers' differing perspectives are the result of (1) their involvement in different stages of the project and (2) their different project roles.
The difference in opinion can be overcome by increasing coherence between project managers and business developers. Project managers need to move their focal point to business oriented by fostering opportunities in alignment with the project portfolio, and opportunities in the direction of the project portfolio will help deliver portfolio benefits. According to this research, it is advised to involve the project manager in the project's conceptualization stage, and the business developer must continue to be involved during the project's initial execution stage. It will give both parties the chance to look at one another's work, gather ideas from one another, and develop a market opportunity that is viable enough to take advantage of. To identify opportunities, project managers must consider organisational strategy and portfolio benefits. Project managers should foster an environment where team members who are working in isolation can communicate and exchange ideas with people from different disciplines. Project managers need to educate their team members more about opportunity management, organisational strategy, and portfolio benefits.
The CMS Hadron Calorimeter in the barrel, endcap and forward regions is fully commissioned. Cosmic ray data were taken with and without magnetic field at the surface hall and after installation in the experimental hall, hundred meters underground. Various measurements were also performed during the few days of beam in the LHC in September 2008. Calibration parameters were extracted, and the energy response of the HCAL determined from test beam data has been checked.
@enCommissioning studies of the CMS hadron calorimeter have identified sporadic uncharacteristic noise and a small number of malfunctioning calorimeter channels. Algorithms have been developed to identify and address these problems in the data. The methods have been tested on cosmic ray muon data, calorimeter noise data, and single beam data collected with CMS in 2008. The noise rejection algorithms can be applied to LHC collision data at the trigger level or in the offline analysis. The application of the algorithms at the trigger level is shown to remove 90% of noise events with fake missing transverse energy above 100 GeV, which is sufficient for the CMS physics trigger operation.
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