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زنان در صنعت ساخت Woman in Architecture, Engineering and Construction (AEC) Industry - مطالب اسفند 1395

زنان در صنعت ساخت Woman in Architecture, Engineering and Construction (AEC) Industry

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زنان در صنعت ساخت Woman in Architecture, Engineering and Construction (AEC) Industry


موسسه محک
اهداء عضو

مقاله شبیه سازی عملیات خروج اضطراری از ساختمان در مواقع بحرانی با نرم افزار ANYLOGIC
  محمدابراهیم امین غفوری - کارشناس معاونت خدمات و محیط زیست شهری شهرداری مشهد و دانشجوی کارشناسی ارشد ریاضی کاربردی دانشگاه مهندسی فناوری های نوین قوچان
  محبوبه بنای کاریزبالا - دانشجوی کارشناسی ارشد آمار ریاضی دانشگاه حکیم سبزواری
چکیده مقاله:
در هنگام بروز بحران یکی از مهمترین شاخص های کاهش تلفات انسانی خروج به موقع افراد از ساختمان می باشد که این موضوع در طراحی ها باید مد نظر باشد و در بسیاری از مواقع برای مطالعه زمان خروج افراد از ساختمانهای مختلف نمی توان ابزار یا محاسبات دقیقی را ارائه نمود. در این مقاله ما بصورت عملیاتی و لحاظ همه پارامتر ها شرایط خروج پرسنل را از یک ساختمان بر اساس پلن موجود اندازه گیری و سپس با مدل سازی و شبیه سازی آن بر اساس شرایط حاکم بر آن از قبیل ترتیب چیندمان وسایل ، فضاهای موجود ، تعداد افراد ساکن و یا در حال تردد در ساعات مختلف با کمک نرم افزار شبیه سازی Anylogic ، مکان را شبیه سازی نمود و با راه اندازی مدل شبیه سازی شده می توانیم در حالات مختلف با به صدا در آوردن زنگ خطر زمان خروج افراد را از ساختمان اندازه گیری کنیم. و با اضافه نمودن تعداد خروجی ها و تغییر محل آن تاثیرات کلی آن بر سیستم مشاهد کرد و زمانهای خروج را بدقت اندازه گیری کرد. این روش مطالعه می تواند در فضای مجازی بازخورد های خیلی خوبی داشته باشد که یکی از آنها آموزش پرسنل و یا افراد ساکن در ساختمان می باشد. این روش در مقایسه با سایر روشها از مزایای بسیار زیادی برخوردار است. ضمن اینکه برداشت این اطلاعات در زمان بروز بحران امکانپذیر نمی باشد. این روش برای یکی از ساختمانهای در ساعت اداری زمان ورود شهروندان جهت دریافت خدمت شبیه سازی شده است. و نتایج آن در قالب نمودار های آماری ارائه شده است.
مدل سازی اطلاعات ساختمان (IBIMA)
کلیدواژه‌ها:
مدل سازی، شبیه سازی، بحران، عامل بنیان، سیستم های گسسته، سیستم های پویا، Anylogic 


p3 express

p3 express
A35. Check the Business Case and evaluate the benefits
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
The Sponsor spends a few hours measuring the benefits realized from the project, or asks someone else to do so (in which case, the Sponsor stays accountable).
The expected benefits, and the way they are supposed to be measures are described in the Business Case.
If measuring benefits is not practical, well-designed KPIs based on outcomes can be used instead. If there’s a product and you make changes on it with multiple projects, it might be difficult to say how extra benefits are related to each new feature; in that case, you can only measure and report it in aggregate.
A36. Design additional activities if required
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
Sometimes we can do a tiny piece of work, to enable the product generate even more benefits. This is the responsibility of the Sponsor to see if it’s possible. In that case, they will get help from the organization to do the task. Remember that the project is over, and the people who used to work for it are not assigned anymore.
In some cases, we may come up with new beneficial ideas for the same product, or inline with it, that would be possible through a new project. Then the Sponsor will discuss the idea with other responsible people and a new project may be initiated.
Examples
We’ve created a simple website for our small business, and saw that it has increased our benefits by 10%, which is great. Now we’re wondering, maybe, it would be possible to have another project to turn the current website to a modern looking one, and increase the benefits even more.
We finished a large construction project successfully. We’re invited to take over two similar projects because of that success, and those new projects are really beneficial. Maybe we can increase this visibility by attending a national conference and deliver a presentation on how we successfully managed the first project. The presentation might generate more customers for us.
The new support system we created in the project is not working properly; we were better off without it. Let’s have a new project to roll it back, and replace it with a simple solution that is less costly.
A37. Focused Communication
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
At this point, the Sponsor sends a message to everyone inside the company and announces the benefits they have just measured.
This is a continuous reminder for everyone that projects are done for their business values, and they need to consider it in their current projects.
Examples
Hi all,
I’m glad to inform you that the document management system we implemented in the company through Project PaperLess has reduced our operation cost by 3% in the past six-months, which is a great return on investment. I’d like to thank all the ex-team-members for their great job.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


Hi all,
As you know, we have a small share in the income of the 100-unit residential complex we built for CompanyXYZ two years ago. I’m glad to inform you that we’ve earned a lot of money because of that small share in the past six-months; more than we initially expected. Thank you all for your great work.
And by the way, John and I were thinking about arranging a one-day picnic for everyone, to have a small celebration. Please let me know if you have any ideas for where to go, and what to do.


p3 express Post-Project

p3 express

p3 express
A35. Check the Business Case and evaluate the benefits
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
The Sponsor spends a few hours measuring the benefits realized from the project, or asks someone else to do so (in which case, the Sponsor stays accountable).
The expected benefits, and the way they are supposed to be measures are described in the Business Case.
If measuring benefits is not practical, well-designed KPIs based on outcomes can be used instead. If there’s a product and you make changes on it with multiple projects, it might be difficult to say how extra benefits are related to each new feature; in that case, you can only measure and report it in aggregate.
A36. Design additional activities if required
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
Sometimes we can do a tiny piece of work, to enable the product generate even more benefits. This is the responsibility of the Sponsor to see if it’s possible. In that case, they will get help from the organization to do the task. Remember that the project is over, and the people who used to work for it are not assigned anymore.
In some cases, we may come up with new beneficial ideas for the same product, or inline with it, that would be possible through a new project. Then the Sponsor will discuss the idea with other responsible people and a new project may be initiated.
Examples
We’ve created a simple website for our small business, and saw that it has increased our benefits by 10%, which is great. Now we’re wondering, maybe, it would be possible to have another project to turn the current website to a modern looking one, and increase the benefits even more.
We finished a large construction project successfully. We’re invited to take over two similar projects because of that success, and those new projects are really beneficial. Maybe we can increase this visibility by attending a national conference and deliver a presentation on how we successfully managed the first project. The presentation might generate more customers for us.
The new support system we created in the project is not working properly; we were better off without it. Let’s have a new project to roll it back, and replace it with a simple solution that is less costly.
A37. Focused Communication
This activity is part of the Post-Project section. Post-Project activities are done by the Sponsor, after the project is finished, when there's no program or portfolio management system to carry on the responsibility. The goal is to keep tracking the benefits of the project.
Post-Project activities repeat every 6 months, for 2 to 5 years (depending on the project).
At this point, the Sponsor sends a message to everyone inside the company and announces the benefits they have just measured.
This is a continuous reminder for everyone that projects are done for their business values, and they need to consider it in their current projects.
Examples
Hi all,
I’m glad to inform you that the document management system we implemented in the company through Project PaperLess has reduced our operation cost by 3% in the past six-months, which is a great return on investment. I’d like to thank all the ex-team-members for their great job.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


Hi all,
As you know, we have a small share in the income of the 100-unit residential complex we built for CompanyXYZ two years ago. I’m glad to inform you that we’ve earned a lot of money because of that small share in the past six-months; more than we initially expected. Thank you all for your great work.
And by the way, John and I were thinking about arranging a one-day picnic for everyone, to have a small celebration. Please let me know if you have any ideas for where to go, and what to do.


p3 express

p3 express
A28. Receive approval and hand over the product
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
We need to receive approval and hand over the product to the customer (in case of external projects), or the business side of the company (in case of internal projects).
Sometimes, the customer accepts the products, but agrees with you on a list of extra tasks you need to do in a certain duration. If there are no external constraints to create significant delays, it’s best not to consider the project closed, finish all those activities with the project team, and then move on. Otherwise, you can close the project and have those extra activities taken care of by a support/maintenance team in the company.
A29. Handover the Business Case to the responsible person
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
You shouldn’t forget the project after it’s finished. Normally, it’s the responsibility of the program or portfolio management system to take care of the Post-Project activities. If you have such a system, you’ll hand over the Business Case to them, and ignore the Post-Project Activities. Otherwise, the Sponsor remains responsible for the Post-Project activities for 2 to 5 years, depending on the project.
A30. Evaluate the customer and team satisfaction
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Use the Project Health questionnaires for evaluating the customer and team satisfaction for the last time. It’s done similar to A25.
The output would be mainly used for the future projects.
A31. Closing Audit
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Use the Project Health audit to score your project management system for the last time. This information will be used for improvements in your company-wide project management maturity.
While the standalone score is important, the trend of your scores among the collection of projects in the company is more important.
A32. Archive the PMIS
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
The PMIS should be securely archived forever!
When you follow the P3.express flow properly, all your documents are already in a single place, and very well organized. So, all you need to do is to put it in the right place in a storage system, and remove the edit permission from most users, only allow them to view the documents from now on.
A33. Celebrate and announce closure
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Now it’s time to have a proper celebration for the team members, or the whole company.
This is an investment for the future projects, as it reminds people that they are all working for the same goal.
A34. Focused Communication
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Now the Sponsor sends a message to everyone in the company, announces the closure of the project, and thanks all the team members.
Remember that everyone in the company should be aware of the ongoing projects; otherwise you cannot expect them to be aligned with the objectives, especially when resources are shared among multiple projects.
Examples
Hi all,
I’m glad to inform you that the document management implementation project is finished successfully. Well, we finished it two months later than expected, however, it’s still a success based on all uncertainties we had. I’d like to thank you all for your contributions.
It’s now time to see how it works in our company, and how much benefits it generates.
Hi all,
As you know, many things changed in our BuildingXYZ project during the last three months. Unfortunately, the project wasn’t justifiable anymore, and we realized it’s best to cancel the project, and focus on more beneficial investments. I appreciate all the effort you put into this project, and I ensure you that it’s not wasted; we’ve learned a lot, and we can use this knowledge in our future projects.
Dear team members,
Congratulations! We’re done with ProjectABC. It’s handed over to the customer, and they seems to be quite happy with it. Thank you all for the great work.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


By the way, we had another project in our backlog since 5 weeks ago. Now that we’re finished with this one, we can start the new project. I guess this project will be very interesting for many of you. I’ll let you know more about it in a few days.



p3 express Closing

p3 express

p3 express
A28. Receive approval and hand over the product
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
We need to receive approval and hand over the product to the customer (in case of external projects), or the business side of the company (in case of internal projects).
Sometimes, the customer accepts the products, but agrees with you on a list of extra tasks you need to do in a certain duration. If there are no external constraints to create significant delays, it’s best not to consider the project closed, finish all those activities with the project team, and then move on. Otherwise, you can close the project and have those extra activities taken care of by a support/maintenance team in the company.
A29. Handover the Business Case to the responsible person
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
You shouldn’t forget the project after it’s finished. Normally, it’s the responsibility of the program or portfolio management system to take care of the Post-Project activities. If you have such a system, you’ll hand over the Business Case to them, and ignore the Post-Project Activities. Otherwise, the Sponsor remains responsible for the Post-Project activities for 2 to 5 years, depending on the project.
A30. Evaluate the customer and team satisfaction
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Use the Project Health questionnaires for evaluating the customer and team satisfaction for the last time. It’s done similar to A25.
The output would be mainly used for the future projects.
A31. Closing Audit
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Use the Project Health audit to score your project management system for the last time. This information will be used for improvements in your company-wide project management maturity.
While the standalone score is important, the trend of your scores among the collection of projects in the company is more important.
A32. Archive the PMIS
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
The PMIS should be securely archived forever!
When you follow the P3.express flow properly, all your documents are already in a single place, and very well organized. So, all you need to do is to put it in the right place in a storage system, and remove the edit permission from most users, only allow them to view the documents from now on.
A33. Celebrate and announce closure
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Now it’s time to have a proper celebration for the team members, or the whole company.
This is an investment for the future projects, as it reminds people that they are all working for the same goal.
A34. Focused Communication
This activity is part of the Closing section, when we're done with the project, or we want to cancel it. In both cases, we need to do a few final things.
Now the Sponsor sends a message to everyone in the company, announces the closure of the project, and thanks all the team members.
Remember that everyone in the company should be aware of the ongoing projects; otherwise you cannot expect them to be aligned with the objectives, especially when resources are shared among multiple projects.
Examples
Hi all,
I’m glad to inform you that the document management implementation project is finished successfully. Well, we finished it two months later than expected, however, it’s still a success based on all uncertainties we had. I’d like to thank you all for your contributions.
It’s now time to see how it works in our company, and how much benefits it generates.
Hi all,
As you know, many things changed in our BuildingXYZ project during the last three months. Unfortunately, the project wasn’t justifiable anymore, and we realized it’s best to cancel the project, and focus on more beneficial investments. I appreciate all the effort you put into this project, and I ensure you that it’s not wasted; we’ve learned a lot, and we can use this knowledge in our future projects.
Dear team members,
Congratulations! We’re done with ProjectABC. It’s handed over to the customer, and they seems to be quite happy with it. Thank you all for the great work.

 مهندسی و مدیریت ساخت  (ICEMA)  Construction Engineering Management


By the way, we had another project in our backlog since 5 weeks ago. Now that we’re finished with this one, we can start the new project. I guess this project will be very interesting for many of you. I’ll let you know more about it in a few days.



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سایت زنان در صنعت ساخت با هدف پرداختن به مسائل حوزه زنان در صنعت ساخت شروع به فعالیت نموده است،سعی بر آن است که مطالب در دسته بندی هایی همچون؛ اخبار مربوطه، مقالات، نظر کارشناسان، معرفی زنان موفق، مشکلات زنان در صنایع دیگر، فعالیت زنان در صنعت ساخت و ساز دیگر کشورها و موارد مشابه جهت افزایش آگاهی عمومی باشد.
این سایت به صورت دانشجویی اداره شده و به عنوان بخشی از تحقیقات دانشجویی در دوره کارشناسی ارشد جهت بحث و تبادل نظر با صاحب نظران و خبرگان این حوزه فعالیت مینماید.
باتشکر
محقق:اعظم کریمی محمد آبادی
انتشار اخبارهای مرتبط در سایت ها و وبلاگ ها:امیرحسین ستوده بیدختی
زنان در صنعت ساخت Woman in Architecture, Engineering and Construction (AEC) Industry
- امیرحسین ستوده بیدختی -

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