A hierarchical approach to multi-project planning under uncertainty

We survey several viewpoints on the management of the planning complexity of multi-project organisations under uncertainty. A positioning framework is proposed to distinguish between different types of project-driven organisations, which is meant to aid project management in the choice between the various existing planning approaches. We discuss the current state of the art of hierarchical planning approaches both for traditional manufacturing and for project environments. We introduce a generic hierarchical project planning and control framework that serves to position planning methods for multi-project planning under uncertainty. We discuss multiple techniques for dealing with the uncertainty inherent to the different hierarchical stages in a multi-project organisation. In the last part of this paper we discuss two cases from practice and we relate these practical cases to the positioning framework that is put forward in the paper

A hierarchical approach to multi-project planning under uncertainty.

We survey several viewpoints on the management of the planning complexity of multi-project organisations under uncertainty. A positioning framework is proposed to distinguish between different types of project-driven organisations, which is meant to aid project management in the choice between the various existing planning approaches. We discuss the current state of the art of hierarchical planning approaches both for traditional manufacturing and for project environments. We introduce a generic hierarchical project planning and control framework that serves to position planning methods for multi-project planning under uncertainty. We discuss multiple techniques for dealing with the uncertainty inherent to the different hierarchical stages in a multi-project organisation. In the last part of this paper we discuss two cases from practice and we relate these practical cases to the positioning framework that is put forward in the paper.Choice; Complexity; Framework; Hierarchical models; Management; Manufacturing; Methods; Multi-project organisations; Planning; Project management; Project planning; Uncertainty;

Applying a User-centred Approach to Interactive Visualization Design

Analysing users in their context of work and finding out how and why they use different information resources is essential to provide interactive visualisation systems that match their goals and needs. Designers should actively involve the intended users throughout the whole process. This chapter presents a user-centered approach for the design of interactive visualisation systems. We describe three phases of the iterative visualisation design process: the early envisioning phase, the global specification hase, and the detailed specification phase. The whole design cycle is repeated until some criterion of success is reached. We discuss different techniques for the analysis of users, their tasks and domain. Subsequently, the design of prototypes and evaluation methods in visualisation practice are presented. Finally, we discuss the practical challenges in design and evaluation of collaborative visualisation environments. Our own case studies and those of others are used throughout the whole chapter to illustrate various approaches

Usability Evaluation in Virtual Environments: Classification and Comparison of Methods

Virtual environments (VEs) are a relatively new type of human-computer interface in which users perceive and act in a three-dimensional world. The designers of such systems cannot rely solely on design guidelines for traditional two-dimensional interfaces, so usability evaluation is crucial for VEs. We present an overview of VE usability evaluation. First, we discuss some of the issues that differentiate VE usability evaluation from evaluation of traditional user interfaces such as GUIs. We also present a review of VE evaluation methods currently in use, and discuss a simple classification space for VE usability evaluation methods. This classification space provides a structured means for comparing evaluation methods according to three key characteristics: involvement of representative users, context of evaluation, and types of results produced. To illustrate these concepts, we compare two existing evaluation approaches: testbed evaluation [Bowman, Johnson, & Hodges, 1999], and sequential evaluation [Gabbard, Hix, & Swan, 1999]. We conclude by presenting novel ways to effectively link these two approaches to VE usability evaluation

Heuristic usability evaluation on games: a modular approach

Heuristic evaluation is the preferred method to assess usability in games when experts conduct this evaluation. Many heuristics guidelines have been proposed attending to specificities of games but they only focus on specific subsets of games or platforms. In fact, to date the most used guideline to evaluate games usability is still Nielsen’s proposal, which is focused on generic software. As a result, most evaluations do not cover important aspects in games such as mobility, multiplayer interactions, enjoyability and playability, etc. To promote the usage of new heuristics adapted to different game and platform aspects we propose a modular approach based on the classification of existing game heuristics using metadata and a tool, MUSE (Meta-heUristics uSability Evaluation tool) for games, which allows a rebuild of heuristic guidelines based on metadata selection in order to obtain a customized list for every real evaluation case. The usage of these new rebuilt heuristic guidelines allows an explicit attendance to a wide range of usability aspects in games and a better detection of usability issues. We preliminarily evaluate MUSE with an analysis of two different games, using both the Nielsen’s heuristics and the customized heuristic lists generated by our tool.Unión Europea PI055-15/E0

Solution and quality robust project scheduling: a methodological framework.

The vast majority of the research efforts in project scheduling over the past several years has concentrated on the development of exact and suboptimal procedures for the generation of a baseline schedule assuming complete information and a deterministic environment. During execution, however, projects may be the subject of considerable uncertainty, which may lead to numerous schedule disruptions. Predictive-reactive scheduling refers to the process where a baseline schedule is developed prior to the start of the project and updated if necessary during project execution. It is the objective of this paper to review possible procedures for the generation of proactive (robust) schedules, which are as well as possible protected against schedule disruptions, and for the deployment of reactive scheduling procedures that may be used to revise or re-optimize the baseline schedule when unexpected events occur. We also offer a methodological framework that should allow project management to identify the proper scheduling methodology for different project scheduling environments. Finally, we survey the basics of Critical Chain scheduling and indicate in which environments it is useful.Framework; Information; Management; Processes; Project management; Project scheduling; Project scheduling under uncertainty; Stability; Robust scheduling; Quality; Scheduling; Stability; Uncertainty;

Project scheduling under undertainty – survey and research potentials.

The vast majority of the research efforts in project scheduling assume complete information about the scheduling problem to be solved and a static deterministic environment within which the pre-computed baseline schedule will be executed. However, in the real world, project activities are subject to considerable uncertainty, that is gradually resolved during project execution. In this survey we review the fundamental approaches for scheduling under uncertainty: reactive scheduling, stochastic project scheduling, stochastic GERT network scheduling, fuzzy project scheduling, robust (proactive) scheduling and sensitivity analysis. We discuss the potentials of these approaches for scheduling projects under uncertainty.Management; Project management; Robustness; Scheduling; Stability;