Approaching the ERP Project Cost Estimation Problem: an Experiment

This poster reports on a solution to ERP project cost estimation and on results from its first experimental application

Dynamic order acceptance and capacity planning within a multi-project environment.

We present a tactical decision model for order acceptance and capacity planning that maximizes the expected profits from accepted orders, allowing for regular as well as nonregular capacity.We apply stochastic dynamic programming to determine a profit threshold for the accept/reject decision as well as an optimal capacity allocation for accepted projects, both with an eye on maximizing the expected revenues within the problem horizon.We derive a number of managerial insights based on an analysis of the influence of project and environmental characteristics on optimal project selectionand capacity usage.Capacity planning; multi-project; Order acceptance; Stochastic dynamic programming;

Implementation of performance indicators for project control

Muchos estudios consideran que la medición del rendimiento de un proyecto es un factor crítico del éxito del mismo. Utilizando un "cuadro base" de indicadores se desarrolla una metodología para implementarlo en cualquier tipo de proyecto. Se ha aplicado la sistemática a distintos tipos de proyectos validando los indicadores de rendimiento de la gestión de proyectos, su caracterización e identificando indicadores propios del proyecto.Many studies consider that measuring a project's performance is a critical factor in its success. Using a "base table" of indicators a methodology was developed to implement in any kind of project. The systematics was applied to different types of projects validating the performance indicators for project management, their characterization and after identifying the specific project's indicators

Schedules, Calendars and Agendas

Time management instruments such as schedules, calendars and agendas are obvious tools to organise individual and collective action. Besides being of great practical significance in the western world and beyond, these tools are remarkable in that they are rarely questioned by those who are governed by them. Yet, they are tools and as such they can be used by management in organisations. This paper will explore: -why these time instruments are much legs visible than the task itself, -to what extent they are knowingly used by management, and -if their effectiveness is somehow limited to certain activities. It is argued that the unobtrusiveness oftime instruments is related to the natural distinction between content and context. Tasks, intellectual or practical, lead the actors to focus on content. Time management instruments appear to belong to context instead. Hence, they are normally taken for granted, framing the problem.Time; management

Optimal Portfolio Management in Alaska: A Case Study on Risk Characteristics of Environmental Consulting Companies

A Project Submitted in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE in Project ManagementSharp declines in global oil prices have led to a marked contraction in Alaska’s natural resource dependent economy. This, coupled with record the State’s budgetary shortfalls and a decrease in incoming federal dollars, has created a climate where environmental consulting companies must accept riskier projects to balance portfolio growth and security. As a result, companies must adopt a risk-based portfolio management approach as both a high level strategy and a core management practice. It is important to specifically identify projects best suited for an organization’s tolerance for risk based off of the supply and demand of the industry in rapidly changing economic conditions. Therefore, the aims of this project report are to help environmental consulting companies identify risk characteristics and manage their portfolio, as well as develop a tool to guide decision-making and selecting projects best suited for a companies’ portfolio strategy. The results of this research may provide Alaska based environmental companies with a clear understanding of the types of projects that offer both development and financial security for an organization. This research paper will present the methodology, results, and an environmental consulting portfolio management tool.Title Page / Table of Contents / List of Exhibits / Abstract / Introduction / Background / Literature Review / Project Methodology / Research Methodology / Presentation and Analysis of Data from Survey / Data Validation From Survey / Conclusion / Recommendation / Project Conclusion / Recommendations for Further Research / References / Appendi

Overlapping Boundaries of the Project Time Management and Project Risk Management

Based on utility function, milestones during project and/or the end of projects or programme may be categorized in what are called soft-deadline and hard-deadline. In contrast with the soft-end projects, the hard-end projects posses a decrease of utility function with a vertical asymptote character around the deadline for project completion. In extreme situations, the utility function itself may fall under zero (projects may generate losses to both constructor and customer). Existing risk analysis methodologies observe risks from monetary terms. The typical risks are correlated with an increase in final project costs. In order to estimate harddeadline milestones and/or end of projects or programme is critical to employ the time dimension rather than the typical cost-based risk analysis. Here, we comprehensively describe a structured methodology that focuses on minimizing and mitigating project specific delay risks. The method may supplement existing cost-based risk analysis in projects. We aim to elegantly combine moderation techniques to reveal the intrinsic risk of the projects. In addition to the technical risks, the moderation techniques are able to bring evidence of risks as the team efficacy, diverse un-correlations or miss-understanding about the roles of the team members in the team – most of the project soft risk. Described methodology encourages the common understanding of risks for participants, crystallizing the essence of what can go wrong in complex situations and where the opportunities can be unlocked.Project Management, Risk Management, Time Management, Deadline, Delays

Transferability of e-Portfolios in Education

This is a project funded by JISC DELL II and undertaken by Dr Derek Young and Kylie Lipczynski of ESCalate / University of Stirling. The aim of this project is to undertake an investigation of existing e-portfolio models and their use within the field of Education which will: Review existing motivational strategies; Identify alternative implementation models for PDP in Education departments; Explore the potential for cross-fertilisation of models and strategies between Education and other professional disciplines

Selecting projects in a portfolio using risk and ranking

There are three dimensions in project management: time, cost and performance. Risk is a characteristic related to the previous dimensions and their relationships. A risk equation is proposed based on the nature of the uncertainty associated to each dimension as well as the relationship between the uncertainties. A ranking equation that is able to prioritise projects is proposed and discussed. The problem solved here is which projects to select in a given portfolio of projects. The model is implemented in a group decision support system (GDSS) which can guide decisionmakers in their decision process. However, the system is not intended as a substitution of the decisionmaker task, but merely as an aid. The methodology used is analysis of the equations proposed and trial and error based on examples. This paper’s main contribution is the risk equation and the ranking equation