CollectifLivre Rare Book
4 116 résultats
1995réf. R300304652Francis Lefebvre. 1995. In-8. Broché. Bon état, Couv. convenable, Dos satisfaisant, Intérieur frais. 1294 pages 1er contreplat taché. Annotation à l'encre en page de garde.. . . . Classification Dewey : 657-Comptabilité
1990réf. R320172469Francis Lefebvre. 1990. In-8. Broché. Etat d'usage, Tâchée, Dos satisfaisant, Intérieur frais. 1396 pages.. . . . Classification Dewey : 657-Comptabilité
1977réf. za1101Dalloz Mémentos Dalloz Dos carré collé 1977 In-8 (16 x 24 cm.), broché, 159 pages ; coiffes et coins légèrement frottés, plats salis , intérieur frais, assez bon état. Livraison a domicile (La Poste) ou en Mondial Relay sur simple demande.
1965réf. RO20047815DELA REVUE FIDUCIAIRE. 4ème édition. 1965. In-4. Broché. Bon état, Couv. légèrement passée, Dos satisfaisant, Intérieur bon état. 258 pages. Nombreux schémas, illustrations et photos en noir et blanc dans le texte et en planches hors-texte. Quelques rares rousseurs.. . . . Classification Dewey : 657-Comptabilité
1991Undergraduate Texts in Mathematics. Hardcover in very good condition. Pages are clean, and text and illustrations are clear. TH Used
1992réf. 260851PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1996réf. 91266Washington DC: United States General Accounting Office 1996. Presumed First Edition First Printing. Wraps. Very good. 33 3 pages. The National Aeronautics and Space Administration NASA is facing the difficult task of fulfilling its mission with significantly fewer dollars. NASA's present strategy for absorbing its most recent funding reductions through fiscal year 2000 focuses on cutting infrastructure. If NASA fails to find and implement sufficient infrastructure cost-reduction opportunities meeting its budget targets through fiscal year 2000 will require program adjustments-stretching out reducing the scope or terminating efforts and/or postponing new initiatives. GAO reviewed the status of NASA's efforts to achieve reductions and efficiencies in its infrastructure principally facilities and the challenges it faces. In the early 1990s NASA was planning an infrastructure to support a projected annual budget of more than $20 billion and a civil service workforce of about 25000 by the turn of the century. However NASA has been directed by the Administration to reduce its future years' budget levels. In FY 1994 budget request NASA's total funding for fiscal years 1994 through 2000 was reduced by 18 percent or $22 billion. In the FY 1995 budget request total funding was reduced again by an additional 13 percent. To absorb these reductions NASA focused on adjusting programs. The Space Station program was restructured and given an annual budget ceiling of $2.1 billion. The scope of the Earth Observing System program was reduced. Funding was terminated for the Space Exploration Initiative the National Launch System and the National Aerospace Plane. The Comet Rendezvous and Asteroid Flyby project was canceled. NASA's current facility closure and consolidation plans will not fully achieve the agency's goal of decreasing the current replacement value of its facilities by about 25 percent about $4 billion in 1994 dollars by the end of fiscal year 2000. More importantly these plans will not result in substantial cost reductions by that date. Also although NASA is about half way to its goal of lowering the number of its full-time equivalent employees to 17500 by fiscal year 2000 it faces major uncertainties in achieving additional workforce reductions. NASA has also had problems in evaluating some cost-reduction opportunities; environmental cleanup costs could affect future facility disposition efforts; and its efforts to share facilities with DOD have progressed slowly. NASA faces barriers to accomplishing additional consolidations and closures that to date it has not been able to overcome on its own. Closing facilities relocating activities and consolidating operations in fewer locations with fewer employees have been slowed by parochial concerns about the effects of such actions on missions personnel and local communities. These concerns have been exacerbated by perceptions of the lack of fairness and impartiality in the decision-making process. In the face of these concerns NASA must still reduce its infrastructure further. Ultimately if further progress in identifying and implementing infrastructure reductions is limited a process that uses an external independent group similar to the Defense Base Closure and Realignment Commission may be needed. To help determine the need for an independent group to facilitate closures and consolidations of NASA facilities Congress may wish to consider requiring NASA to submit a plan outlining how it intends to met its reduction goals. United States General Accounting Office paperback
1997réf. 298797PN. New. 1997. . Soft Cover. Date is original print. This is a reprint edition . PN paperback
1996réf. 290146PN. New. 1996. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1819réf. 91335Washington DC: United States General Accounting Office August 18 1994. Presumed First Edition First Printing. Wraps. Very good. 46 pages. A "Report to the Chairman Committee on Government Operations House of Representatives". Federal procurement Contract administration Aerospace contracts Contract modifications Contract costs Contractor performance Work measurement standards Small business contractors Human resources training Contractor responsibility. United States General Accounting Office paperback
1992réf. 260834PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1990réf. 231833PN. New. 1990. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1994réf. 437503PN. New. 1994. Soft Cover. Date is original print. This is a reprint edition. . PN paperback
2000réf. 1326083PN. New. 2000. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2002réf. 1338936PN. New. 2002. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1992réf. 257016PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001réf. 1337922PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2002réf. 91336Washington DC: United States General Accounting Office 2002. Presumed First Edition First Printing. Wraps. Very good. 50 4 pages. Footnotes. Figures. Tables. This is a "Report to the Subcommittee on Space and Aeronautics Committee on Science House of Representatives". In response to a Congressional request this report discusses the mechanisms that the National Aeronautics and Space Administration NASA has in place to capture disseminate and apply past lessons learned towards future mission success. We found that NASA's processes procedures and systems do not effectively capture and share lessons learned and therefore NASA has no assurance that lessons are being applied towards future missions. We include recommendations to the NASA administrator on ways to strengthen the agency's lessons learning processes and systems. NASA's procedures and guidelines require that program and project managers review and apply lessons learned from the past throughout a program's or project's life cycle and to document and submit any significant lessons to the agency's Lessons Learned Information System LLIS in a timely manner. NASA defines a lesson learned as knowledge or understanding gained by experience. The experience may be positive such as a successful test or mission or negative such as a mishap or failure. A lesson must be significant in that it has a real or assumed impact on operations; valid in that it is factually correct; and applicable in that it identifies a specific design process or decision that reduces or eliminates the potential for failures and mishaps or reinforces a positive result. NASA recognizes the importance of learning from the past to ensure future mission success and uses several mechanisms to capture and disseminate lessons learned. The principal source NASA has established for the agency-wide collection and sharing of lessons is the LLIS a Web-based lessons database that managers are required to review on an ongoing basis. In addition NASA uses training program reviews and periodic revisions to agency policies and guidelines to communicate lessons. Several NASA centers and key programs also maintain lessons learned systems that are geared toward their own staff. Recently NASA has taken steps to improve the way it captures and shares information by developing a business strategy called knowledge management. Knowledge management can be defined as the way that organizations create capture and reuse knowledge to achieve their objectives. According to NASA officials knowledge management has the potential to link agency staff with the knowledge and resources they need to complete tasks faster better and cheaper. In pursuit of knowledge management NASA has developed a strategic plan established a management team to coordinate knowledge management activities at NASA's centers and initiated several information technology pilot projects. Despite the processes and procedures in place to capture and share lessons learned there is no assurance that lessons are being applied toward future missions success. A GAO survey of NASA program and project managers revealed weaknesses in the collection and sharing of lessons learned agency-wide. While some lessons learning does take place our survey found that lessons are not routinely identified collected or shared by programs and project managers. Respondents reported that they are unfamiliar with lessons generated by other centers and programs. In addition many respondents indicated that they are dissatisfied with NASA's lessons learned processes and systems. Managers also identified challenges or cultural barriers to the sharing of lessons learned such as the lack of time to capture or submit lessons and a perception of intolerance for mistakes. They further offered suggestions for areas of improvement including enhancements to LLIS and implementing mentoring and "storytelling" or after-action reviews as additional mechanisms for lessons learning. While NASA's current knowledge management efforts should lead to some improvement in the sharing of agency lessons and knowledge they lack ingredients that have been shown to be critical to the success of knowledge management at leading organizations. Cultural resistance to sharing knowledge and the lack of strong support from agency leaders often make it difficult to implement an effective lessons learning and knowledge sharing environment. We found that successful industry and government organizations have overcome barriers by making a strong management commitment to knowledge sharing developing a well defined business plan for implementing knowledge management providing incentives to encourage knowledge sharing and building technology systems to facilitate easier access to information. The application of these principles could increase opportunities for NASA to perform its basic mission of exploring space faster better and cheaper more successfully. United States General Accounting Office paperback
1998réf. 1308655PN. New. 1998. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1993réf. 265421PN. New. 1993. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1992réf. 260150PN. New. 1992. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2000réf. 1324251PN. New. 2000. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1997réf. 1301066PN. New. 1997. Soft Cover. Date is original print. This is a reprint edition . PN paperback
2001réf. 1338394PN. New. 2001. Soft Cover. Date is original print. This is a reprint edition . PN paperback
1998réf. 1309745PN. New. 1998. Soft Cover. Date is original print. This is a reprint edition . PN paperback
