Portuguese strategy for occupational safety and health 2008-2012 for public administration : priorites for action, progress in the implementation of the proposed measures and their impact on occupational safety outcomes

Apresentação realizada no OH&S Forum 2011 - International Forum on Occupational Health and Safety: Policies, profiles and services, na Finlândia de, 20 a 22 Junho de 2011.

Identification of factors and groups at risk of infection with Schistosoma mansoni: a strategy for the implementation of control measures?

A fourteen year schistosomiasis control program in Peri-Peri (Capim Branco, MG) reduced prevalence from 43.5 to 4.4%; incidence from 19.0 to 2.9%, the geometric mean of the number of eggs from 281 to 87 and the level of the hepatoesplenic form cases from 5.9 to 0.0%. In 1991, three years after the interruption of the program, the prevalence had risen to 19.6%. The district consists of Barbosa (a rural area) and Peri-Peri itself (an urban area). In 1991, the prevalence in the two areas was 28.4% and 16.0% respectively. A multivariate analysis of risk factors for schistosomiasis indicated the domestic agricultural activity with population attributive risk (PAR) of 29.82%, the distance (< 10 m) from home to water source (PAR = 25.93%) and weekly fishing (PAR = 17.21%) as being responsible for infections in the rural area. The recommended control measures for this area are non-manual irrigation and removal of homes to more than ten meters from irrigation ditches. In the urban area, it was observed that swimming at weekly intervals (PAR = 20.71%), daily domestic agricultural activity (PAR = 4.07%) and the absence of drinking water in the home (PAR=4.29%) were responsible for infections. Thus, in the urban area the recommended control measures are the substitution of manual irrigation with an irrigation method that avoids contact with water, the creation of leisure options of the population and the provision of a domestic water supply. The authors call attention to the need for the efficacy of multivariate analysis of risk factors to be evaluated for schistosomiasis prior to its large scale use as a indicator of the control measures to be implemented.

Implementation strategy for Temahome in the Turkish furniture market

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Housing Strategy for People with a Disability 2011-2016 National Implementation Framework

Housing Strategy for People with a Disability 2011-2016 National Implementation Framework The Government's National Housing Strategy for People with a Disability was published in October 2011 by the Department of the Environment, Community & Local Government and the Department of Health. The strategy covers the period to 2016 and outlines the broad proposals and strategic objectives involved in effectively addressing the housing and related support needs of people with disabilities. The Implementation Framework develops the key actions from the Strategy and assigns responsibilities to stakeholders, within relevant timelines, and provides key performance indicators, as appropriate.   Click here to download PDF 3.8mb

National Drugs Strategy 2009-16: Implementation of Actions Progress Report End 2012

The National Drugs Strategy 2009-16 is a cross cutting area of public policy and service delivery. It is based upon a co-ordinated approach across the full range of Government Departments and Agencies involved in delivering drugs policy. The overall objective of the Strategy is to tackle the harm caused to individuals, families and communities as a result of problem drug and alcohol use through the five pillars of supply reduction, prevention, treatment, rehabilitation and research. The progress achieved across the 63 Actions of the National Drugs Strategy by Government Departments and Agencies is reported here. Click here to download PDF 295kb  

National Strategy for Higher Education 2030 Implementation Plan

The purpose of this plan is to set out in detail the necessary actions to implement the recommendations as described in National Strategy for Higher education in Ireland to 2030; to show where lead responsibility will lie amongst the various actors involved in the higher education sector and to indicate where possible the phasing and timelines of these actions.

De-escalation of commitment management strategy in IT project management methodology: case of ERP implementation project by IT consulting company

According to several surveys and observations, the percentage of successfully conducted IT projects without over-budgeting and delays in time schedule are extremely low. Many projects also are evaluated as failures in terms of delivered functionality. Nuldén (1996) compares IT projects with bad movies; after watching for 2 hours, one still tries to finish it even though one understands that it is a complete waste of time. The argument for that is 'I've already invested too much time to terminate it now'. The same happens with IT projects: sometimes the company continues wasting money on these projects for a long time, even though there are no expected benefits from these projects. Eventually these projects are terminated anyway, but until this moment, the company spends a lot. The situation described above is a consequence of “escalation of commitment” - project continuation even after a manager receives negative feedback of the project’s success probability. According to Keil and Mähring (2010), even though escalation can occur in any type of project, it is more common among complex technological projects, such as IT projects. Escalation of commitment very often results in runaway projects. In order to avoid it, managers use de-escalation strategies, which allow the resources to be used in more effective. These strategies lead to project termination or turning around, which stops the flow of wasted investments. Numbers of researches explore escalation of commitment phenomena based on experiments and business cases. Moreover, during the last decade several frameworks were proposed for de-escalation strategy. However, there is no evidence of successful implementation of the de-escalation of commitment strategy in the literature. In addition, despite that fact that IT project management methodologies are widely used in the companies, none of them cover the topic of escalation of commitment risks. At the same time, there are no researches proposing the way to implement de-escalation of commitment strategy into the existing project management methodology The research is focused on a single case of large ERP implementation project by the consulting company. Hence, the main deliverables of the study include suggestions of improvement in de-escalation methods and techniques in the project and in the company. Moreover, the way to implement these methods into existing project management methodology and into the company general policies is found.

Implementation of global make to inventory strategy at BASF SE

La optimización y armonización son factores clave para tener un buen desempeño en la industria química. BASF ha desarrollado un proyecto llamada acelerador. El objetivo de este proyecto ha sido la armonización y la integración de los procesos de la cadena de suministro a nivel mundial. El proceso básico de manejo de inventarios se quedó fuera del proyecto y debía ser analizado. El departamento de manejo de inventarios en BASF SE ha estado desarrollando su propia estrategia para la definición de procesos globales de manufactura. En este trabajo se presentará un informe de las fases de la formulación de la estrategia y establecer algunas pautas para la fase de implementación que está teniendo lugar en 2012 y 2013.

Towards developing a customer relationship management (CRM) strategy for supporting pre-implementation activities in business

Effectively preparing and planning for Customer Relationship Management (CRM) strategy is critical to CRM implementation success. A lack of a common and systematic way to implement CRM means that focus must be placed on the pre-implementation stage to ensure chance of success. Although existing CRM implementation approaches evidence the need to concentrate mostly on the pre-implementation stage, they fail to address some key issues, which raises the need for a generic framework that address CRM strategy analysis. This paper proposes a framework to support effective CRM pre-implementation strategy development.

Proyecto de informe del Octavo Período de Sesiones del CEGAN: evaluación de la instrumentación de la Estrategia Internacional del Desarrollo para América Latina y el Caribe, teniendo en cuenta la crisis económica internacional = Draft report of the Eighth Session of CEGAN: appraisal of the implementation of the International Development Strategy for Latin America and the Caribbean, taking into account the current international economic crisis

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