There are other websites where you can search for lost service pals, but as many of these are open to all ex and present service personnel, no matter where or when they served, I have found them large, usually difficult to navigate and time consuming. To make an entry on those websites one usually has to register, pay for the privilege, and remember another password. This one is free, and is strictly limited to those who served in the Suez Canal Zone as a member of the British Armed Forces, a Forces Family Dependant, or as a civilian working with the British Forces, and are looking for someone who was also in the Zone. E-mail addresses entered on this page do not show the sign, they are replaced with brackets [ ].
This case study explores how the company benefited from project and programme management during a period of vast growth for the business.
The challenge In Novemberthe UK was locked in an economic recession. One of the first things I noticed was that while there was a lot of work going on in the IS department, there were no projects running. I had to generate a portfolio out of what was already happening.
So one of the first challenges was explaining to the senior management what was going on in terms of specific projects and how they could be managed. It quickly became apparent that we needed a framework.
Firstly, it had to fit within the parameters of GDF SUEZ group level corporate governance, which are mainly structured for large capital projects, one of the core activities of the group who invests several billion pounds every year on industrial projects.
It also had to be delivered in a streamlined way suitable for smaller scale, lower complexity local projects.
In addition, like any industry, oil and gas has terminology which its practitioners are familiar with but may seem alien to project managers from other sectors.
I believe that if the framework we adopted could achieve this then more time would be spent understanding content and rather than becoming frustrated by technical language. So we introduced project management training, coaching people as to the importance of this work. So we designed the training course to focus around product- based planning, not just our framework.
It can take time. Sometimes you have to sit back and let a project manager make their own mistakes and realize that it is because they have not used the framework.
The project may succeed without it, but it becomes clear to everyone that it would have gone much better had the framework been followed. So we arranged lunch and learn sessions with the support of senior management and we are now looking to introduce exciting and immersive scenario-based training as part of the wider corporate level roll out, to add a real-life element to sessions and gain more active engagement and buy-in.
In a company which is growing rapidly through large capital projects, it is difficult to attract the attention of senior managers to sponsor what, for them, seems like a minor project.
Again you have to show resilience in the IS Portfolio Management Office or as a project manager within a function.
Controlling the initiation made it easier to differentiate between projects with a deliberately delayed start and projects with slippage. This allowed the business to have more focused attention on project delivery.
As the benefits of PPMF became clear in the IS function, the number of formal projects across the business started to increase, particularly to support the large changes that were happening in the organization new teams to be created, new processes and new tools to build and implement, cultural change programmes, etc.
Projects soon evolved into programmes and portfolios. Furthermore, as the programmes became collective, it was increasingly more difficult to layer on another level of governance.
We had to be pragmatic, flexible and prepared to move projects around. We are confident that we are not making as many mistakes and that the right things are being done, at the right time and in the right way. The business now has a higher confidence in IT and its capability of delivering business needs against strategy.
Without something like this, you could not go from A to B - it would be utter chaos. There is no one framework which is a silver bullet. Put the parts together and you have a powerful formula.
Organizations need to think about their context and tailor the generic approaches accordingly To derive value from the investment in implementing project management culture requires embedding the approach with the organization, so that there is a common understanding across the organization and especially across sections of the organization where there are different cultures The framework GDF SUEZ developed draws material not just from PRINCE2, MSP, ITIL, etc.water treatment case studies: references and concrete solutions to secure and recover the resources: drinking water production, desalination, wastewater, sludge and industrial water treatment.
The Suez Crisis, or the Second Arab–Israeli War, also named the Tripartite Aggression in the Arab world and Operation Kadesh or Sinai War in Israel, was an invasion of Egypt in late by Israel, followed by the United Kingdom and leslutinsduphoenix.com aims were to regain Western control of the Suez Canal and to remove Egyptian President Gamal Abdel Nasser, who had just nationalized the canal.
The southern terminus of the Suez Canal at Suez on the Gulf of Suez (Red Sea) It will never become a large ship's accessible way in any case." Suez Canal, Egypt. early s.
Goodyear Archival Collection. Brooklyn Museum.
The canal opened under French control on 17 November ozonia ® M. The ozonia ® M is a revolutionary, high-performance ozone system that uses all the latest features and technologies from the SUEZ innovation labs to improve ozonia ® ’s award winning line of products..
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