On Best Practices for Risk Management in Complex Projects

Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET) work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives.Project Management, Risk Management, Best Practices of Management, Standardization of Management, Maturity of Organizations

THE ROLE OF XML IN THE MODELING PROCESS OF A VIRTUAL BUSINESS

The aim of this paper is to describe the XML stack of languages used in the implementation process of a web application. This application is based on a three tier architecture named XRX. In this type of architecture there is no need for data model transformations between the tiers of the architecture like in the classical architecture. So the applications developed according XRX architecture become more flexible, efficient and simple.XML, XPath, XQuery, XSLT, XForms, XRX, UBL

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

Collaboration and Virtualization in Large Information Systems Projects

A project is evolving through different phases from idea and conception until the experiments, implementation and maintenance. The globalization, the Internet, the Web and the mobile computing changed many human activities, and in this respect, the realization of the Information System (IS) projects. The projects are growing, the teams are geographically distributed, and the users are heterogeneous. In this respect, the realization of the large Information Technology (IT) projects needs to use collaborative technologies. The distribution of the team, the users' heterogeneity and the project complexity determines the virtualization. This paper is an overview of these aspects for large IT projects. It shortly present a general framework developed by the authors for collaborative systems in general and adapted to collaborative project management. The general considerations are illustrated on the case of a large IT project in which the authors were involved.large IT projects, collaborative systems, virtualization, framework for collaborative virtual systems

A HIERACHICAL MODEL FOR MEDICAL REGISTRATIONS

The aim of this paper is to improve solutions for developing and improving medical and pharmaceutical services. We made a SWOT analyze of SIUI in order to build a document management system and create medical registration papers, based on collaborative editing and international medical standard. This model was focused on hierarchical decomposition of PHR and EHR records, using modular solution, which stores all data in XML files. It requires a system that is simple to use and allows users to focus their efforts on the content rather that on the technology used to create it. This approach allows a great flexibility in handling document and user interaction.medical registrations, HME standards, PHR, SIUI, hierarchical decomposition

Collaboration and Virtualization in Large Information Systems Projects

A project is evolving through different phases from idea and conception until the experiments, implementation and maintenance. The globalization, the Internet, the Web and the mobile computing changed many human activities, and in this respect, the realization of the Information System (IS) projects. The projects are growing, the teams are geographically distributed, and the users are heterogeneous. In this respect, the realization of the large Information Technology (IT) projects needs to use collaborative technologies. The distribution of the team, the users' heterogeneity and the project complexity determines the virtualization. This paper is an overview of these aspects for large IT projects. It shortly present a general framework developed by the authors for collaborative systems in general and adapted to collaborative project management. The general considerations are illustrated on the case of a large IT project in which the authors were involved

On Best Practices for Risk Management in Complex Projects

Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET) work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives

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

Mobile Application Prototype for Monitoring Auto Fleet Using Multilayer Approach

The aim of this paper is to offer a solution for amobile system, based on platform independent solution andvirtual globe software integrate sensors’ information of vehicleparameters and geo position dates obtained from MultiMap,using the GIS’s strongpoint on spatial analyzing and use oflocation and communication equipment based on GPS andGPRS. We presents the system objective, function, componentmodules and key techniques in the procedure of systemdevelopment. The system, focused on the spatial informationand attribute information of vehicle and road, was developedand applied in MCLocator