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

Multi crteria decision making and its applications : a literature review

This paper presents current techniques used in Multi Criteria Decision Making (MCDM) and their applications. Two basic approaches for MCDM, namely Artificial Intelligence MCDM (AIMCDM) and Classical MCDM (CMCDM) are discussed and investigated. Recent articles from international journals related to MCDM are collected and analyzed to find which approach is more common than the other in MCDM. Also, which area these techniques are applied to. Those articles are appearing in journals for the year 2008 only. This paper provides evidence that currently, both AIMCDM and CMCDM are equally common in MCDM

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;

Analysing B2B electronic procurement benefits – Information systems perspective

This paper presents electronic procurement benefits identified in four case companies. The benefits achieved in the case companies were classified according to taxonomies from the Information Systems discipline. Existing taxonomies were combined into a new taxonomy which allows evaluation of the complex e-procurement impact. Traditional financial-based methods failed to capture the nature of e-procurement benefits. In the new taxonomy, eprocurement benefits are classified using scorecard dimensions (strategic, tactical and operational), which allows the identification of areas of e-procurement impact, in addition the benefits characteristic is captured (tangible, intangible, financial and non-financial)

The rise and demise of Lucent Technologies

We analyze the rise and demise of Lucent Technologies from the time that it was spun off from AT&T in April 1996 to its merger with Alcatel in December 2006. The analysis, contained in the three sections that form the body of this paper, considers three questions concerning Lucent’s performance over the decade of its existence. 1.How was Lucent, with over $20 billion in sales in 1995 as a division of AT&T, able to almost double its size by achieving a compound growth rate of over 17 percent per year from 1995 to 1999? 2.What was the relationship between Lucent’s growth strategy during the Internet boom and the company’s financial difficulties in the Internet crash of 2001-2003 when the Lucent was on the brink of bankruptcy? 3.After extensive restructuring during the telecommunications industry downturn of 2001-2003, why was Lucent unable to re-emerge as an innovative competitor in the communications equipment industry when the industry recovered?Communications equipment; innovation; global competition; financialization

Inter-organisational infrastructures for competitive advantage : strategic alignment in virtual corporations

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Prioritization and integration of lean initiatives with theory of constraints

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2004.Includes bibliographical references (leaves 44-45).The principles of lean manufacturing have taken hold in a number of manufacturing firms as a means of achieving operational excellence through continuous improvement. Womack and Jones have suggested a generalized process for lean transformation in their 1996 book, Lean Thinking. A key element of this process is the creation of value stream maps for each product line. Value stream maps are the basis for planning and tracking a firm's lean transformation. Rother and Shook go further in their 1998 work Learning to See as they describe how these maps are created and then integrated into both the transformation process and the regular business planning cycle. The authors note that difficult questions remain, including: "In what order should we implement?" and "Where do we start?" Advice offered by Rother and Shook is helpful but insufficient given the complexity of many business environments and the scarcity of resources in competitive industries. This thesis builds upon Rother and Shook's work in proposing a framework for prioritizing lean initiatives. Specifically, Theory of Constraints (TOC) tools are employed as a basis for selecting programs and projects that provide the greatest system-wide productivity improvement for the least cost. In this manner, application of the proposed prioritization framework results in a more effective and efficient lean transformation. Research at the Eastman Kodak Company illustrates how this framework can be applied in a paper finishing production facility. Results highlight the system constraint in the paper slitting operation and the high leverage of machine changeover time in productivity improvement. We conclude that the Theory of Constraints can provide an effective focusing tool for the lean enterprise.by Kevin D. Schwain.S.M.M.B.A

A Modeling, Optimization, and Analysis Framework for Designing Multi-Product Lignocellulosic Biorefineries

The objective of this research is to propose a methodology to develop modular decision analysis frameworks to design value chains for enterprises in the renewable fuels and chemicals sector. The decision support framework focuses on providing strategic decision support to startup and new product ventures. The tasks that are embedded in the framework include process and systems design, technology and product selection, forecasting cost and market variables, designing network capacities, and analysis of risks. The Decision support system (DSS) proposed is based on optimization modeling; systems design are carried out using integer programming with multiple sets of process and network configurations utilized as inputs. Uncertainty is incorporated using real options, which are utilized to design network processing capacity for the conversion of biomass resources. Risk analysis is carried out using Monte Carlo methods. The DSS framework is exemplified using a lignocellulosic biorefinery case study that is assumed to be located in Louisiana. The biorefinery utilizes energy crops as feedstocks and processes them into cellulosic biofuels and biobased chemicals. Optimization modeling is utilized to select an optimal network, a fractionation technology, a fermentation configuration, and optimal product recovery and purification unit operations. A decision tree is then used to design incremental capacity under uncertain market parameters. The valuation methodology proposed stresses flexibility in decision making in the face of market uncertainties as is the case with renewable fuels and chemicals. The value of flexibility, termed as “Option Value” is shown to significantly improve the net present value of the proposed biorefinery. Monte Carlo simulations are utilized to develop risk curves for alternate capacity design plans. Risk curves show a favorable risk reward ratio for the case of incremental capacity design with embedded decision options. The framework proposed here can be used by enterprises, government entities and decision makers in general to test, validate, and design technological superstructures and network processing capacities, conduct scenario analyses, and quantify the financial impacts and risks of their representative designs. We plan to further add functionality to the DSS framework and make available the tools developed to wide audience through an “open-source” software distribution model