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

An architecture for organisational decision support

The Decision Support (DS) topic of the Network Enabled Capability for Through Life Systems Engineering (NECTISE) project aims to provide organisational through-life decision support for the products and services that BAE Systems deliver. The topic consists of five streams that cover resource capability management, decision management, collaboration, change prediction and integration. A proposed architecture is presented for an Integrated Decision Support Environment (IDSE) that combines the streams to provide a structured approach to addressing a number of issues that have been identified by BAE Systems business units as being relevant to DS: uncertainty and risk, shared situational awareness, types of decision making, decision tempo, triggering of decisions, and support for autonomous decision making. The proposed architecture will identify how either individuals or groups of decision makers (including autonomous agents) would be utilised on the basis of their capability within the requirements of the scenario to collaboratively solve the decision problem. Features of the scenario such as time criticality, required experience level, the need for justification, and conflict management, will be addressed within the architecture to ensure that the most appropriate decision management support (system/naturalistic/hybrid) is provided. In addition to being reliant on a number of human factors issues, the decision making process is also reliant on a number of information issues: overload, consistency, completeness, uncertainty and evolution, which will be discussed within the context of the architecture

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;

Onward and upward? An empirical investigation of gender and promotions in Information Technology Services

The shaky ascent of women up the organizational ladder is a critical factor that may contribute to the lack of women in information technology (IT). In this study, we examine the effect of gender on the likelihood of employee promotions. We further examine whether women get an equal lift in promotion likelihood from performance improvements, work experience, and training as men. We analyze archival promotion data, as well as demographic, human capital, and administrative data for 7,004 employees at a leading IT services firm located in India for the years 2002–2007 and for multiple levels of promotion. We develop robust econometric models that consider employee heterogeneity to identify the differential effect of gender and performance on promotions. We find that, contrary to expectations, women are more likely to be promoted, on average. However, looking deeper into the heterogeneous main effects using hierarchical Bayesian modeling reveals more nuanced insights. We find that, ceteris paribus, women realize less benefit from performance gains than men, less benefit from tenure within the focal firm, but more benefit from training than men. These results suggest that despite the disparity in returns to performance and experience improvements, women can rely on signaling mechanisms such as training to restore parity in promotions. We find that the effects of gender and performance vary with the level of employee promotion; although not as much as men, women benefit more from performance gains at higher organizational levels. Our findings suggest several actionable managerial insights that can potentially make IT firms more inclusive and attractive to women

Ageing as a price of cooperation and complexity: Self-organization of complex systems causes the ageing of constituent networks

The analysis of network topology and dynamics is increasingly used for the description of the structure, function and evolution of complex systems. Here we summarize key aspects of the evolvability and robustness of the hierarchical network-set of macromolecules, cells, organisms, and ecosystems. Listing the costs and benefits of cooperation as a necessary behaviour to build this network hierarchy, we outline the major hypothesis of the paper: the emergence of hierarchical complexity needs cooperation leading to the ageing of the constituent networks. Local cooperation in a stable environment may lead to over-optimization developing an ‘always-old’ network, which ages slowly, and dies in an apoptosis-like process. Global cooperation by exploring a rapidly changing environment may cause an occasional over-perturbation exhausting system-resources, causing rapid degradation, ageing and death of an otherwise ‘forever-young’ network in a necrosis-like process. Giving a number of examples we explain how local and global cooperation can both evoke and help successful ageing. Finally, we show how various forms of cooperation and consequent ageing emerge as key elements in all major steps of evolution from the formation of protocells to the establishment of the globalized, modern human society. Thus, ageing emerges as a price of complexity, which is going hand-in-hand with cooperation enhancing each other in a successful community