Archive for the ‘Technical Project management’ Category
SASCO – Specialized Aluminium & Steel Co WLL – SASCO Group
SPECIALIZED ALUMINIUM AND STEEL COMPANY W.L.L, the flagship division of Dohas well-known Sasco Group of companies has come a long way since its modest beginning 25 years ago. It is now a name to be reckoned with in the countrys aluminium, glass, cladding and steel industrial sectors.
Utilizing its capacities to hilt, the company offers an enormous range of products and it is catering to all requirements of the building industry, from villas to high rise. Its foray into composite panel cladding, stainless works and glass processing sectors has further broadened its array of products, making SASCO more self-reliant now than ever before.
With strategic business links and technical partnerships with leading system suppliers, Specialized Aluminium processes the wherewithal, technical know-how and infrastructure capability to execute any challenging and time-bound project. The wider application of sophisticated enterprise resource planning (ERP) software package has helped the firm in the effective utilization of resources and monitoring of projects.
Specialized Aluminium has a relatively humble beginning in the early 80s as an aluminium fabricator for doors and windows. Realizing customer requirements and ensuring their timely completion, the company developed a wide and ever growing clientele base. On reliability and the quality of products delivered to the countless patrons, the company has carved a niche for itself in the industry.
In their pursuit for further excellence, the management of specialized aluminium has developed and implemented a quality management system in compliance with the guidelines of ISO 9001:2000 certification, the first firm in Qatars aluminium sector to be honored with such a distinction. All departments follow a documented quality system at various stages, from initial enquiry to the ultimate implementation.
The company has its state of art production facilities in the industrial area, the factories are equipped with modern computer numeric control (CNC) aided machines, and is backed by a team of highly qualified, trained and motivated workforce. The project management team and CAD stations are also located along side.
A wide variety of our products are displayed at the Sasco Groups administrative headquarters and showrooms, situated along the Salwa Road, the countrys most sought after business located these days.
Duration : 0:9:39
Project management or technical?
I have only one year of experience. I have to choose between two jobs. The first one is only project manager job, small company and they pay more. The second one is a big company, technical kind of job and they pay less. I really like technical jobs… I’m in the telecommunications fields… Please give me reasons for your choice… I think I need a lot of technical exposure before stepping into project management and being successful there.
Follow your bliss and you will never work a day in your life; the technical job.
The manager job is good, but in a small company there is not much room for growth. Also it is a well know cliche’ of a manager who doesn’t know or hasn’t even done work in his own field. How does that person manage; poorly.
You like the technical aspect and say that yourself. You have more room for growth in the larger company, you will get the technical experience that you need to become a good manager, you can always try for management later, but going from management down to technical is usually a step backward. Finally, you said it in your last sentence; you don’t feel qualified enough to take the management spot.
How To Get Your Inventors To Use IP Management Software
http://lecorpio.com/blog
Intellectual Asset Management is not only a technical project but more importantly a business project. In fact, Intellectual Asset Management is a mindset on managing your IP and the real work starts once the technology is deployed.
New technology brings change and change in any organization inevitably attracts resistance. This is especially true when the change has to do with the implementation of a new intellectual property (IP) management software solution.
The challenge is getting inventors to accept new applications and processes, in spite of feeling uncomfortable with the prospect of having to change their habits and conform to an unfamiliar system.
Here are five proven tips to overcome the user adoption conundrum:
Duration : 0:3:30
Buran – Orbiter Space Flight Simulator 2006
Soviet copy of the US Space Shuttle. Unlike the Shuttle, the main engines were not mounted on Buran and were not reused. Representing a huge leap in Soviet space technology and project management – it involved the work of 1206 subcontractors and 100 government ministries. Buran flew only once in 1988. The cost of Buran – 14.5 billion rubles, a significant part of the effort to maintain strategic and technical parity with the United States – contributed to the collapse of the Soviet system and the demise of the spacecraft.
1988 November 15. Unmanned test of Soviet shuttle. Landed November 15, 1988 06:25 GMT. Buran was first moved to the launch pad on 23 October 1988. The launch commission met on 26 October 1988 and set 29 October 06:23 Moscow time for the first flight of the first Buran orbiter (Flight 1K1). 51 seconds before the launch, when control of the countdown switched to automated systems, a software problem led the computer program to abort the lift-off. The problem was found to be due to late separation of a gyro update umbilical. The software problem was rectified and the next attempt was set for 15 November at 06:00 (03:00 GMT). Came the morning, the weather was snow flurries with 20 m/s winds. Launch abort criteria were 15 m/s. The launch director decided to press ahead anyway. After 12 years of development everything went perfectly. Buran, with a mass of 79.4 tonnes, separated from the Block Ts core and entered a temporary orbit with a perigee of -11.2 km and apogee of 154.2 km. At apogee Burn executed a 66.6 m/s manoeuvre and entered a 251 km x 263 km orbit of the earth. In the payload bay was the 7150 kg module 37KB s/n 37071. The 37KB modules, similar to the Kvant module of the Mir space station, were to be standard on the early Buran flights. 140 minutes into the flight retrofire was accomplished with a total delta-v of 175 m/s. 206 minutes after launch, accompanied by Igor Volk in a MiG-25 chase plane, Buran touched down at 260 km/hr in a 17 m/s crosswind at the Jubilee runway, with a 1620 m landing rollout. The completely automatic launch, orbital manoeuvre, deorbit, and precision landing of an airliner-sized spaceplane on its very first flight was an unprecedented accomplishment of which the Soviets were justifiably proud. It completely vindicated the years of exhaustive ground and flight test that had debugged the systems before they flew.
But this triumph was also the last hurrah. Buran would never fly again. The Soviet Union was crumbling, and the ambitious plans to use Buran to build an orbiting defense shield, to renew the ozone layer, dispose of nuclear waste, illuminate polar cities, colonize the moon and Mars, were not to be. Although never officially cancelled, funding dried up and completely disappeared from the government’s budget after 1993.
Originally three flight orbiters were to be built, but this was increased to 5 in 1983. Structurally the first three orbiters were essentially completed, while the extra two remained unbuilt except for the engine units The final Buran test flight plan at the beginning of 1989 was as follows:
Flight 2 (2K1) – fourth quarter 1991 – first flight of second orbiter, one to two days unmanned, with 37KB s/n 37071.
Flight 3 (2K2) – first or second quarter 1992 – second orbiter, seven to eight day unmanned flight with payload 37KB s/n 37271. The orbiter would open the payload bay doors, operate the manipulator arm, dock with Mir, and return to earth.
Flight 4 (1K2) – 1993 – unmanned, second flight of first orbiter, 15-20 days with 37KB s/n 37270
Flight 5 (3K1) – 1994 or 1995 – first flight of third orbiter. First manned flight; the third orbiter was the first outfitted with life support systems and ejection seats. Two cosmonauts would deliver the 37KBI module to Mir, using the Buran manipulator arm to dock it to the station’s Kristal module.
Duration : 0:2:38
150 Future You – GIRL
At Hewlett Packard Romania, you get to choose what you want your first career move to be.
150 tailored positions wait for you in economics, technical, project management, language skills, graduate, internship, back-office, and front-office.
Start your career with HP and change your idea of what is possible at work!
http://www.hp.com/go/jobs
Duration : 0:1:15
150 Future You – BOY
At Hewlett Packard Romania, you get to choose what you want your first career move to be.
150 tailored positions wait for you in economics, technical, project management, language skills, graduate, internship, back-office, and front-office.
Start your career with HP and change your idea of what is possible at work!
http://www.hp.com/go/jobs
Duration : 0:1:15
UCLA Extension Technical Management Program Participant Testimonials
UCLA Extension’s Technical Management Program meets twice each year on the UCLA campus. The week-long program helps technical professionals learn management skills to help them become more effective leaders. In this video, several attendees at the spring 2009 TMP share their thoughts on the program.
Duration : 0:6:55
I am working as java professional for 6 years now i am given a project in PHP ?
I am working as java professional (Technical Project Lead)for 6 years suddenly I am given a project in PHP by management of my company.If I want to shift the job next year will it be useful for me to show experience in java and PHP or shall i show experince only in java or PHP.
If you already have 6 years of a language under your belt, it can only help you to learn another language and gain some experience in that. The more experience with different programming languages, the better it will look on your resume as long as you have long term experience in one or two of them.
Cloud Computing: GTSI Technology Leadership Series
Doug Bourgeois, Director, National Business Center, Cloud Computing: The Essential Steps for Success, GTSI Technology Leadership Series, October 2009. The GTSI Technology Leadership Series brings government leaders, industry innovators and IT analysts together in a lively forum that examines key technology issues facing government today. GTSI helps government agencies proactively manage their enterprise technology infrastructure, using a Technology Lifecycle Management (TLM) approach. GTSI provides deep technical expertise to assess, acquire, implement, support, refresh, and dispose of technology. GTSI’s certified engineers and project managers leverage strategic partnerships with technology providers and use proven, repeatable processes to deploy, manage, and support solutions through each phase of the technology lifecycle
Duration : 0:5:48
Green IT: GTSI Technology Leadership Series
Josh Bradfield, Data Center Solutions Manager, GTSI, Saving Energy and Maximizing the ROI in the Data Center, GTSI Technology Leadership Series, March 2008. The GTSI Technology Leadership Series brings government leaders, industry innovators and IT analysts together in a lively forum that examines key technology issues facing government today.
GTSI helps government agencies proactively manage their enterprise technology infrastructure, using a Technology Lifecycle Management (TLM) approach. GTSI provides deep technical expertise to assess, acquire, implement, support, refresh, and dispose of technology. GTSI’s certified engineers and project managers leverage strategic partnerships with technology providers and use proven, repeatable processes to deploy, manage, and support solutions through each phase of the technology lifecycle.
Duration : 0:3:17