• Project Management

Research Profile – R.J. McIntosh As the first U.S. Army veteran from the state of Washington to obtain a federal appointment as a DOE Scholar, Ronald J. (R.J.) McIntosh recently received a U.S. Congressional Commendation from one of his state’s congresswomen, Rep.

Suzan DelBene. McIntosh’s DOE Scholar position landed him in the U.S. Department of Veteran Affairs where he helped administer federal emergency management programs and aided in developing strategic capital investment plans for FY15 energy project funding. McIntosh is now working towards his master’s degree in sustainability at the City University of Seattle. “My favorite part of the DOE Scholars program was the “hands-on” opportunity to demonstrate my skill sets and the supportiveness of my program managers,” he said. “It allowed me to broaden my level of understanding of multiple federal energy management programs inside and outside the DOE.” McIntosh previously participated in the federal Veteran Retraining Assistance Program that enabled him to acquire an associate’s degree in applied sciences, environmental technologies and sustainable practices at Cascadia Community College. In the future, McIntosh wants to lead the charge in implementing “net zero” energy strategies on the state and federal levels.

Records Management and Declassification Agency. RAHO, III, Director Mr. Raho has been the Director of the Records Management and Declassification Agency for.

Research Profile – Sharon Spradling For Sharon Spradling, a U.S. Air Force veteran, participation in the DOE Scholars program led to the Department of Transportation (DOT) where she aided in implementation of clean energy and sustainability strategies. Spradling was a part of DOE’s Federal Energy Management pilot program designed to help veterans hone their workforce skills and experience. While at DOT, Spradling, a doctoral student in geoinformation science at George Mason University, participated in three diverse projects, each of which addressed a unique aspect of energy policy implementation. In her first DOT project, Spradling conducted a detailed review of the agency’s analysis on greenhouse gas emissions from DOT employee commuting and alternative work schedules. Next, she assessed and recommended improvements on how DOT collects, validates, and consolidates water data from the department’s more than 1,000 federal facilities.

1. The Department of Energy's (DOE) and its National Nuclear Security Administration's (NNSA) cost estimating requirements and guidance for projects and programs do not.
2. Doe Program Managfement. A supervised exercise program or formal home exercise regimen.

Finally, she participated in developing a comprehensive energy management strategy for these same buildings that would help DOT meet the new energy conservation requirements outlined in the President’s December 2013 energy memorandum. “The DOE Scholars program allows you to build on the experience you already have, learn about the federal government’s energy programs, and contribute to another agency’s energy programs. It has been a great experience,” she said. Upon completion of her degree, Spradling sees herself in a faculty position, continuing to teach energy and environmental sustainability classes at a university. Research Profile – Ryan Tuttle Graduate student Ryan Tuttle was no stranger to the DOE Scholars Program – he participated once before in a different division – but that did not stop him from gaining another valuable experience with DOE. He served his most recent appointment in the Office of Environmental Compliance where he focused on determining best practices through compiling different regulatory requirements and tracking the methods used to close issues with these requirements. “There is always another element to learn,” he said.

“I have a better understanding of how the government functions internally from this experience; the life of a civil servant is very different than I expected.” Once he completes his master’s degree in public policy at Oregon State University, Ryan hopes to work his way into the renewable energy and energy efficiency side of the federal government with DOE’s Office of Environmental Management, the U.S. Environmental Protection Agency or the Bonneville Power Administration. Research Profile – Sean DeRosa Although Sean DeRosa is still working towards his doctorate in chemical engineering at the University of Texas at Austin, he knew he wanted to gain experience with policy makers and learn how oil and gas policy is developed.

This goal led him to apply to the DOE Scholars Program where he joined his mentor Mitchell Baer in the Office of Policy and International Affairs. “I applied modeling and economic analysis from specific energy scenarios to assist policy makers with decisions,” he said. “By taking the results of our analysis, we can decide what course of action is the most economically and scientifically feasible.” Through his participation, Sean gained experience writing reports from a policy standpoint, including how to communicate science in the best manner to direct policy development. Research Profile – Kaelin Priger Kaelin Priger (left), who is working toward a chemistry degree at Georgia Institute of Technology, had the opportunity to gain knowledge about hydrogen fuel cells.

Project Management

As a DOE Scholar participating on the Hydrogen Production and Delivery Team in the Office of Energy Efficiency and Renewable Energy, Priger searched past and current research on metal hydride compressors, used for compression of hydrogen during the hydrogen fuel cell vehicle fueling process, to determine future needs in bringing a hydrogen economy to reality. This and other compression technologies are important for bringing hydrogen fuel cell vehicles to the market for the general public. “I have always been passionate about the environment and environmentally friendly transportation technology, so for me to get an internship that was both a personal and an academic interest was a blessing,” she said. “I had not learned very much about hydrogen fuel cell vehicles before this internship, so I was practically devouring every bit of information that I learned on the job.” Priger strongly encourages students to take advantage of this educational experience. Research Profile – Jonathan Barnes Jonathan Barnes joined the Army in August of 2007 and attended Basic and Infantry training at Fort Benning, Ga. His stationed assignments include: Fort Drum, New York and served with the 10th Mountain Division in support of Operation Enduring Freedom 2010 -2011 in Afghanistan, and worked with the 4th Ranger Training Battalion, Fort Benning, Ga. Upon completion of his enlistment in 2013, he applied and was accepted to Penn State University to pursue an undergraduate degree in energy and sustainability policy. Jonathan was selected to the 2016 FEMP Veteran Internship Scholars Program and was assigned to the U.S.

Environmental Protection Agency. During his 10-week tenure, he worked most specifically on E.O. 13693 Section 10 “Regional Coordination” efforts. After completing the internship, Jonathan applied for a position with EPA and was selected.

He is currently a federal employee and working in the EPA's Sustainable and Transportation Solutions Branch.

. Product management is an organizational lifecycle function within a company dealing with the planning, forecasting, and production, or marketing of a product or products at all stages of the. Similarly, product lifecycle management (PLM) integrates people, data, processes and business systems. It provides product information for companies and their extended supply chain enterprise.

The role may consist of and, which are different (yet complementary) efforts, with the objective of maximizing sales revenues, market share, and profit margins. Product management also involves elimination decisions. Product elimination begins with the identification of elimination candidates, proceeds with the consideration of remedial actions, continues with a projection of the impact on the business as a whole if a candidate product is eventually eliminated, and concludes with the implementation stage, where management determines the elimination strategy for an item. The is often responsible for analyzing market conditions and defining features or functions of a product and for overseeing the production of the product. The role of product management spans many activities from strategic to tactical and varies based on the organizational structure of the company. To maximize the impact and benefits to an organization, Product management must be an independent function separate on its own. While involved with the entire, the product management's main focus is on driving.

According to the, superior and differentiated new products—ones that deliver unique benefits and superior value to the customer—are the number one driver of success and product profitability. Depending on the company size and history, product management has a variety of functions and roles.

Sometimes there is a product manager, and sometimes the role of product manager is shared by other roles. Frequently there is Profit and Loss (P&L) responsibility as a key metric for evaluating product manager performance. In some companies, the product management function is the hub of many other activities around the product. In others, it is one of many things that need to happen to bring a product to market and actively monitor and manage it in-market. In very large companies, the product manager may have effective control over shipment decisions to customers, when system specifications are not being met. Product management often serves an inter-disciplinary role, bridging gaps within the company between teams of different expertise, most notably between engineering-oriented teams and commercially oriented teams. For example, product managers often translate business objectives set for a product by Marketing or Sales into engineering requirements (sometimes called a Technical Specification).

Conversely, they may work to explain the capabilities and limitations of the finished product back to Marketing and Sales (sometimes called a Commercial Specification). Product managers may also have one or more direct reports who manage operational tasks and/or a who can oversee new initiatives. Manufacturing is separate from the research function, the product manager has the responsibility to bridge the gaps if any exist. In most technology companies, most product managers possess knowledge in the following areas:, business, and. KURKIN, O., JANUŠKA, M. Product Life Cycle in Digital factory. In Knowledge management and innovation: a business competitive edge perspective.

Cairo: International Business Information Management Association (IBIMA), 2010. Argouslidis, P.; Baltas, G. 'Structure in product line management: The role of formalization in service elimination decisions'.

Journal of the Academy of Marketing Science. 35: 475–491. Kahn, Kenneth B. The PDMA Handbook of New Product Development. Second Edition. Hoboken, NJ: John Wiley & Sons, 2005.

By Robert, Michael on Product Management and Marketing.' April 7, 2006. Retrieved March 1, 2012. ^ By Steven Haines. Published by McGraw Hill.

^ By Scott Sehlhorst, Tyner Blain. January 18, 2007. Retrieved March 1, 2012. By Tarquin Clark, Toolbox. ' September 12, 2011.

Retrieved March 1, 2012. Gorchels, Linda (2012). The Product Manager's Handbook.

United States: McGraw-Hill. The Wikibook has a page on the topic of.