You cannot submit the application using this PDF. If you would like to review the online application components, you are welcome to review this document. To apply for an Innovative Program Grant, click on the "Apply Here" button above. Proposals are only accepted using Michigan College Access Network’s online grants system, SurveyMonkey Apply. MCAN staff will work with grantees to help design sustainability plans for programming if desired. Innovative Program Grants are not intended to be renewable or long-term funding for a program. Of that $5,000, $2,500 may be matched by in-kind support. For example, if an applicant requests $10,000, match funds of at least $5,000 must be provided. Grants require 50 percent match funding, of which 50 percent can be in-kind and at least 50 percent must be cash. Innovative Program Grants will fund programming that increases college readiness, enrollment and completion in local communities and across the state through grants of up to $10,000. While MCAN’s primary strategy to achieving Sixty by 30 remains the development and support of Local College Access Networks, MCAN will now also provide grant funding to direct service programs for innovative work in support of this goal. Preceedings of the 2012 IEEE IEEM.Michigan College Access Network recognizes the great work of college access programs across the state to move Michigan closer to our goal of Sixty by 30 – to increase the percentage of Michigan residents with degrees or postsecondary certificates to 60 percent by the year 2030. Theory of the Triple Constraint – a Conceptual Review. International Journal of CIvil Enginnering and Technology (IJCIET), 822-833.
Development of Risk-Based Standardized WBS (Work Breakdown Structure) for Cost Estimation of Apartement's Project. Jurnal Ilmu Teknik dan Komputer, 1(1), 36-51. Analisa Kinerja Biaya dan Waktu Pada Pelaksanaan Proyek Konstruksi dengan Metode Earn Value (Studi Kasus Proyek Konstruksi Mall dan Hotel X di Pekan Baru). A guide to the Project Management Body of Konwledge. Newton Square, Pensylvania: Project Managemet Institute, Inc. Practice Standard for Earned Value Management. Pengendalian Waktu dan Biaya Pekerjaan Konstruksi Sebagai Dampak dari Perubahan Desain (Studi Kasus Embung Irigasi Oenaem, Kecamatan Biboki Selatan Kabupaten Timor Tengah Utara).
PERBEDAAN PROYEK DENGAN PROGRAM SOFTWARE
International Journal of Software Engineering & Applications (IJSEA). Work Breakdown Structure: A Tool For Software Project Scope Verification. Advances in Environmental Biology (AENSI Journals), 9(2), 434-437. Consequences of Improper Preparation of Work Breakdown Structure (WBS) and Schedule of Civil Projects. This is because the work items that exist in the WBS standard are not in accordance with the project conditions, so it is necessary to adjust work items.Īkrami, A. While the cost and time performance of the Z Sports Facility Building tends to be unstable. Good cost and time performance is shown in the Building X and Lecture Y buildings. The results showed that using the WBS standard had an effect on cost and time performance. The method used in this study is the EVM (Earn Value Method) approach, collecting data using questionnaires.
The projects include Building X, Lecture Building Y, and Sports Facility Building Z. The sample used in this study are projects that have applied the use of project standards. In this study will look at the cost and time performance of the project from the use of WBS standard building. Currently, WBS standards have been developed for building projects. This causes project performance to be less than optimal, especially on cost and time performance. The current problem is that many contractors in Indonesia, both large and small contractors, do not understand the importance of using WBS in a construction project. WBS is a hierarchy of decreasing scope of work to become the smallest level called a work package, making it easier in the process of project management and control. WBS (Work Breakdown Structure) plays an important role in every construction project.
0 kommentar(er)
