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... to the eighties most of the focus was on project team behavior, with only limited attention given to the organizational environment. One of the earliest models that we could find illustrated the project management construction environment as shown in Figure 1. 11 This diagram illustrates the complexity of stakeholders involved or impacted by a building construction project of significant size, such as an office complex or tower. Note the central position of the project manager and his/her team. However, the project sponsor is not as well connected as the role now suggests it should be. There have been several early attempts to illustrate the connection between cost, schedule and work, but one of the earliest attempts to diagram the relationship between the management processes of ...
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... This can aid in changing parameters and make decisions that can change the course of the project [18]. Often it gives us the ad-vantage to anticipate things that one cannot visualize directly [19]. The operation of the model known as simulation. ...
Hyperloop is a novel transportation mode that can transform the way we travel. While entrepreneurs are working on turning this disruptive concept into reality, there is a lack of research on the Hyperloop route networks. Effective Hyperloop routes are essential for this concept as once built, they cannot be altered. The objective of this paper is to develop Hyperloop network routes for Europe and investigate their potential for passenger travel as an alternative transport mode to rail and air travel. The paper proposes two potential networks with different Hyperloop routes. An initial simulation study is conducted with four basic scenarios derived by varying the number of passengers (low and high) and the purpose of travel (using Hyperloop as an alternative to air or rail travel). The evaluation of the Hyperloop networks depends on four key performance indicators: (1) average travel time, (2) utilization, (3) passenger service level, and (4) revenue generation. The findings indicate that both networks have potential for the European passenger market, but their success depends on the behavior of the passengers using Hyperloop.
Over time, organizations have made many efforts to define their desired strategy and achieve their goals by devising and implementing long - term and short - term implementation. considering the approach of most organizations to deeper understanding of the project management category, effort to improve the organizational culture level of project management is the necessity of providing a method for assessing the status of organizations in terms of maturity of organization in project management, Weaknesses and Progress steps and their development. in order to answer the main questions of the research while forming a working team, Standard self-assessment questionnaire is distributed among the managers and top managers of the distributed organization and using the self - assessment tool available in the OPM3 model, the organization has been studied in the three levels of project, plan, portfolio and four levels of standardization, assessment, control, and improvement. Finally, according to the software output, the organizational maturity of the project management organization according to OPM3 criterion has scored 20 out of 100, and also its strengths and weaknesses in the form of charts and tables to inform the organization managers and evaluation results in the form Improved organization status was applied.
Most of projects are managed using commercial software. Despite their usefulness, software's based on traditional planning modeling present many weaknesses. We can note that their graphical planning concept is still global and require a detailed scheduling in order to calculate the critical path. Also, they lacked to answer to all planners' needs, to solve all kind of problems or to represent all types of projects. This paper proposes a new generation of construction management software. This system is arranged in independent modules that can be connected to the project database. Modules are systems intended to execute the different functions, such as estimation or planning. The paper discusses in detail the graphical planning module. This module is design based on the Chronographical Theory, which can present the information under different and compatible facets in order to help manager to solve various problems, to represent different types of projects and to allow the decision-maker to analyse the schedule according to his/her level of responsibility in the project. The proposed system has also a project database that can be fully or partially connected to the lots, subcontractors or company database. Data can then be completely or partially shared. The proposed system tries to overtake the existing weaknesses associated to the commercials software's.
The development of pest management programs in extension has placed severe strains upon traditional information delivery systems. The implementation of new monitoring procedures and management strategies has emphasized the need for systems which allow rapid data summarization, interpretation and dissemination to the agricultural community. Thus, new extension information delivery systems have been developed which incorporate modern, high‐speed communications technology. Such a system is operational in Michigan.
The computer‐based aspects of Michigan's system are referred to as PMEX, or the Pest Management Executive System. The objectives, development and structural components of PMEX have been described in the literature. This paper shall only briefly review these aspects to provide a basis for understanding the significance of recent changes.
Any useful information delivery system must be designed with flexibility so as to incorporate changes demanded of it. As Michigan's pest management programs evolve from their crude beginnings, they demand more from and put more emphasis on such systems. Three progressive changes in the system are discussed: 1) a new interactive‐feedback program providing interpreted reports from specialists to field personnel based on monitoring input; 2) expansion of the environmental monitoring capabilities and 3) a generalized phenology modeling program or PETE and its implementation in an action pest management program in tree fruit production. Finally, the future uses of the PMEX and related systems shall be explored, especially with reference to a holistic view of farm management.
Le developpement des programmes de protection integree demande une amelioration des systemes de diffusion d'informations. La mise en ceuvre des nouveaux systemes de recensement et des strategies de management requiert le recours aux procedes permettant une analyse et une interpretation rapides des donnees qui doivent ensuite atteindre I'exploitant dans les meilleurs delais. Profitant du progres de la technologie moderne des communications ultra‐rapides, I'Etat du Michigan a passé a un systeme d'information tres perfectionne.
Ce systeme, appele PMEX, donc le but et les structures ont ete decrits (Pest Management Executive System) repose sur I'emploi d'ordinateurs. Le present article a pour objet de revoir I'essentiel du procede afin de faciliter la comprehension de la signification des changements qui sont intervenus.
Tout systeme de diffusion d'informations doit etre conyavec suffisamment de souplesse afin qu'il soit possible d'y incorporer les modifications necessaires. Avec le developpement des programmes de management au Michigan, le recours a la telematique s'est intensifie et il est question dans le present article de trois
Les projets d'aide publique au développement (PAPD) restent le mode d'administration privilégié et principal de l'aide internationale dans les pays en développement. Mais les environnements dans lesquels ils se réalisent sont souvent complexes: conditions (climatiques, géologiques, socioéconomiques, politiques, etc.) difficiles et imprévisibles; parties prenantes provenant de cultures et de secteurs différents, etc. Les facteurs de risque influençant le succès sont nombreux.
Notre étude exploratoire, et empirique, s'intéresse à la perception de l'acteur clef des PAPD collectée à l'aide d'un questionnaire diffusé via Internet. C'est donc à travers le « prisme » de la cognition du coordonnateur de projet et à l'aide d'analyses en composantes principales et de régressions logistiques multinomiales sur un échantillon de cent soixante-treize chefs, directeurs et coordonnateurs de projet provenant de tous les continents dans lesquels se réalisent des PAPD, que nous dégageons trois critères de succès (GESTION, IMPACT et AGENCE), une typologie des facteurs de risque en six classes et apprécions l'influence de ces dernières sur les critères et les perceptions de succès de celui-ci et sur ceux d'autres parties prenantes. Les résultats empiriques montrent que la riche littérature sur le succès et les risques des projets « classiques » et de développement international ne peut remplir les « cruels » manques de celle des PAPD. Ils montrent aussi que les répondants semblent avoir la vision d'ensemble et le recul nécessaires pour
« neutraliser » la plupart des facteurs de risques exogènes (guerre, désastre naturel ou climatique, instabilité politique (abandon du projet), suspension des fonds, etc.) dans la structuration de leur perception du succès. Toutefois, les contentieux contractuels, les poursuites juduciaires et les modifications de la composition de l'équipe de projet affectent significativement les succès de celui-ci. De plus, probablement dû à la distance culturelle et au choc culturel, il semble que l'assistance technique expatriée nuise au succès du PAPD. La participation des parties prenantes et le modus operandi institutionnel sont les facteurs de risque les plus significatifs sur la perception du succès du coordonnateur et du chargé de projet. Mais il semble que les préoccupations ne soient pas les mêmes pour ces acteurs. Le chargé de projet s'intéresse au respect des termes du contrat du prêt tandis que le coordonnateur fait tout pour assurer que le projet atteigne son but. Ce qui implique parfois le « financement » d'activités non prévues au plan initial de travail. Mais, et c'est là l'enseignement essentiel que nous tirons de cette recherche, c'est le facteur humain qui constitue finalement le « risque » prépondérant et sa gestion relève essentiellement de la gestion des parties prenantes et des interfaces: communication et négociation. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : Développement international, Gestion de projet, Aide publique au développement, Succès, Critères de succès, Risque, Facteurs de risque.
