TSUPOLE PROJECT CASE STUDY
CONTENT• TSUPOLE SYSTEM PROJECT• FROM SLIDE 5 : ABOUT THE PROJECT• FROM SLIDE 18 : ABSTRACT• FROM SLIDE 31 : SOURCES• FROM SLIDE 42 : RESOURCES• FROM SLIDE 65 : PROPOSAL FOR NEW SCHEDULE. MATRIX PROJECT• FROM SLIDE 80 : PROPOSAL FOR NEW FLOW CHART AND NEW SCHEDULE• FROM SLIDE 90 : BUDGETING FOR THE PROJECT AND BASELINE REVISION OF PROJECT AGREEMENT
FOR CURRENCY RISKS• FROM SLIDE 117: DELIVERABLE AND SPECIFICATIONS• FROM SLIDE 120: PRODUCT PROJECT• FROM SLIDE 166: SCOPE MANAGEMENT• FROM SLIDE 180: CUC MATRIX• FROM SLIDE 186: DELPHIC ESTIMATE• FROM SLIDE 192: PROJECT ECONOMIC AND FINANCE• FROM SLIDE 201: SPONSOR STRATEGY• FROM SLIDE 206: PROJECT DEVELOPMENT: PROJECT TIME MANAGEMENT • FROM SLIDE 232: SUPPORT SERVICES• FROM SLIDE 241: TSUPOLE IMPLEMENTATION• FROM SLIDE 253: TSUPOLE PROJECT CHANGE REQUEST• FROM SLIDE 259: MITIGATION AND RISK ASSESMENT• FROM SLIDE 267: PROJECT CONTROL• FROM SLIDE 270: PROJECT MANAGEMENT ORGANISATION• FROM SLIDE 272: QUALITY MANAGEMENT • FROM SLIDE 276: CONCLUSION
TECHNOLOGY POLE AGAINST TSUNAMIS
GS RADJOU
MBA 9 CNAM
PROJECT
PROJECT MANAGEMENTKEY- WORDSPRODUCT MANAGEMENT SCOPE MANAGEMENT PLANNING DEVELOPMENT TIME MANAGEMENT RESOURCE PLANING EXECUTION AND CONTROL RISK ENGINEERING PORTOFOLIO MANAGEMENT
ABOUT MY PROJECT
-5,00
0,00
5,00
10,00
15,00
20,00
25,00
30,00
35,00
0,00 20,00 40,00 60,00 80,00 100,00
X
Y
Trajectoire Distance maxiFig.1 Trajectories of projects
Project 2
Project 1
PRESENT FUTURES
(BASELINE, PROJECT)
(REVIEWED, PROJECT)
The same project at twoDifferent progess steps
Goal
GS RAJOU MBA 9 CNAM
A DROP INTO THE FUTURES
PROJECT PROFILE AND PHASES
• TSUPOLE PROJECT CYCLE
°
Project Progress time line
Trajectory
The project is running late.and budget is over running
As consequences,Budget base lineIs increased fromDeparture to end
Goal is maintained
°Depatures from Baseline project
Over projections
Rejects
Gas phase: ideas Liquid phase: planning and executingBaseline budget and schedule.
Solid phase: to be completed withMitigations and uncertainties
Project starts witha deliverable
Project ends witha deliverable
Planing and review ExecutionPre-project
GS RADJOU MBA 9 CNAM
PROJECT STARTS : 01/06/2006
ACTIVITY NAMES START N° DAY START DURATION
Project management cycle
Definition 01/06/2006 - 3
Planning 02/06/2006 1 2
Project control 04/06/2006 4 3
Time & cost management 04/06/2006 4 3
User support 07/06/2006 7 6
Maintenance 07/06/2006 7 6
PROJECT MANAGEMENT LIFE CYLE
GS RADJOU @ CNAM MBA 9
PROJECT MANAGEMENT CYCLE
Product definition: Identificationof the right deliverable as regard to its compliance to sponsor’s objectives,by criteria of price, (cost), risk and value.
Project planning: developement and maintenance of the projectbaseline plan, which describesproject execution baseline.
Project time & cost management: development and maintenance of project baseline schedule andbudget to complete.
Project control: analysing causes for detected variances, and makingadequate decision to conformwith time, budget and qualitybaselines
Project control also addresses preparation of support andmaintenance
GS RADJOU @CNAM MBA 9, - source: Lecture of Prof. Gilles Vallet
TIME DURATION OF MANOEUVRING ACCORDING TO SITES
• MAPPING OUR WORK
• LOCATION SITES
Site B(1 day)
Site P(3 days)
Site Bo(1 day)
Site T(1 day)
Site Pi(7 days)
Site Pe(1 month)
Site B’(4 months)
Site P’(Forever)
InegrationPole on the rightTrack
Pole acitvities is Are shared amongst Another activity
Very goodClean
PopularBeach
No MudIn the soil2 workers
300 basic WorkersBasic: soil with dry mud (not swanpyDry rock, average
Calculation: days X weight
EverythingIn the soil to be success
fullWorkOn week-end
Unknown?
Very goodNot reconduct
Old soil with mud. The soil to be monitored regularly.
2 workers, sood soil
GS Radjou, MBA9,
WORK LOCATION SITES
• THE LOCATION HOLE TO INSTALL THE TSUPOLE.
BEFORE INSTALLINGTHE TSUPOLE, ONE
NEEDS TO DIG A HOLEAND REMOVE THE SOILIN ORDER TO SET-UP
THE SHOE OF THE TECHNOLOGY POLE
5 m 5 m
GS RADJOU @ CNAM MBA 9
5m
21 22 23 24 25
26 27 28 29 30
CALENDAR FOR PROJECT OPERATIONS
MON TUES WEN THU FRI SAT SUN
1 2 3 4
5 6 7 8 9 11
12 13 14 15 16 17
1920
Project Tsupole installation of tsupoles on beach B1, B2, B3, B4
MANŒUVRE ON SITE Pi
JUNE 2006
PROJECT START
18
10
Duration time: 14 days
GS RADJOU MBA9 CNAM
1
36 8
11
19 20 21 22 23
24 25 26 27 28 29 30
CALENDAR FOR PROJECT OPERATIONS
MON TUES WEN THU FRI SAT SUN
2
45 7 9
1012 13 14 15
1718
JULY 2006
16
Installation B1, B2, B3, B4
Project End
Project End
RADJOU@CNAM MBA9
THIS SITUATION OCCURS 6 MONTHS LATER IN THE AFTERMATH OF TSUNAMI DEC. 26, 2006THE INTERNATIONAL COMMUNITY IS MOVING FORWARD SO THIS NEVER HAPPEN AGAIN.
MANAGEMENT DISTINCTION « OPERATION AND PROJECT »
• OPERATION VERSUS PROJECT
• EACH PROJECT IS UNIQUE. • THE PROJECT MANAGEMENT DELIVERS FROM ITS
START A SINGLE SERVICE OR PRODUCT TO CUSTOMERS
• TSUPOLE PROJECT VARIES ACCORDINGLY TO SITES WHERE THEY ARE IMPLEMENTED
• EACH PROJECT STEPS WILL BE DESIGN, PLAN AND EXECUTED ACCORDINGLY TO CRITERIA OF SITES WHERE THE INSTALLATION TAKE PLACE.
• THEREFORE EACH PRODUCT OR SERVICE IS UNIQUE
GS RADJOU MBA 9 CNAM
MANAGEMENT DISTINCTION « STRATEGY AND PROJECT »
• STRATEGY VERSUS PROJECT• THERE WILL BE TIME WHEN THE PROJECT
PROCESS WILL HAVE TO BE• REPEATED• BECAUSE OF STRATEGY MOTIVATIONS
(CUTTING COST, SPONSOR REQUIREMENT,…) PROJECT OPERATIONS COULD USE DEVELOPMENT PLATFORM IN ORDER TO HAVE A BUSINESS PROFITABILITY. HOWEVER, WILL HAVE AN START AND END.
GS RADJOU MBA 9 CNAM
PROJECT OPERATION ESTIMATE
• CHARACTERISTIC BASED ESTIMATES
• 300,000 DEATHS (ESTIMATES OF 26 TH
• DEC. 2004)
• RATIO: 50 PEOPLE/TSUPOLE – SEEMS REASONABLE FOR TSUPOLE FEATURES THAT NEED TO BE TESTED
GS RADJOU MBA 9 CNAM
• TOTAL COST OF« TSUNAMI SAVING LIFE PROJECT »
• TSUPOLE ESTIMATE PRICE: 2000 €
• PROJECT SIZE ESTIMATE:• => NUMBER OF TSUPOLE: 300000/50 = 15000 units• => INVESTMENT: 15000 x 2000 = 30 MILLIONS• => REAL COST OF PROJECT ESTIMATE:
– 30 MILLIONS (raw materials) x 3 = 90 MILLIONS EUROS– TOTAL COST OF PROJECT = 100 MILLIONS EUROS– TOTAL = 100 MIOS
• 30 MIOS (TSUPOLE INVESTMENT)
• 60 MIOS (TSUPOLE ENVIRONMENT)
• 10 MIOS (RISK MANAGEMENT)
PROJECT SIZE ESTIMATE (IN EUROS)
CONCLUSION: this is less than at leastone fifth of what has been spent bythe International communities for therelief of Tsunami sufferers Dec 26 2004
GS RADJOU @ CNAM MBA 9
ASSUMPTION
BEFORE THE PROJECT ITSELF… PROJECT COMMUNICATION
SOURCES
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION• + PROTECTION VERSUS DISUASION OR
DETERENCE
• + PRESENT WARNING SYSTEM IS MORE DISUASIVE THAN PROTECT PEOPLE AND THEIR ENVIRONMENT.
• + THE 15 MINUTES PREPARADNESS BEFORE ARRIVAL PREDICTED TIME TSUNAMI MEGA WAVES ARE A CRITICAL FACTOR TO THE 100% AVAILABILITY OF THE PROJECT AND SUCCES.
PROJECT ABSTRACT
• WARNING
• IF THE PREVIOUS SYSTEM FAILED TO DELIVER IT IS BECAUSE THE MIS WAS NOT A SUITABLE WAY TO CONVEY UNDERSTANDING AND MEANING FOR PEOPLE RECEIVING THE TSUNAMY MESSAGE OR SIMPLY THERE WAS NOT MOBILE PHONE OWNER.
PROJECT ABSTRACT
• I SUGGESTED THIS TIME TO THE INTERNATIONAL COMMUNITY A MORE APPROPRIATE AND LOCAL RESPONSE WHERE EARTHQUAKE SATTELITE DETECTIONS PLAY A GREAT ROLE, HOWEVER, LOCAL RESPONSIVENESS WOULD BE FAVOURED WITH THE PREPARADNESS OF THE TSUPOLE AND EMERGENCY TSUNAMY EVACUATION
PROJECT ABSTRACT
THE ANTI-TSUNAMY PREPARADNESS EMERGENCY BASED RESPONSIVENESS HAS 2 COMPONENTS:
=> A TECHNOLOGY SIDE IN WHICH THE TSUPOLE IS PERFECTLY INTEGRATED IN THE TSUNAMY PROTECTION SYSTEM BASED SATTELITE OR NATURAL SYSTEMS (MANGROVES, CORAL REEF)
=> AN EDUCATIVE SIDE: HOW TO LIVE IN A PLACE WHERE DISASTERS AND THEIR CONSEQUENCES ARE NEVER FAR AWAY.
PROJECT ABSTRACT
• IN OUR EXPERIMENTAL PROJECT THE TUSPOLE (STATIC BODY) COUPLED WITH A WAVE DETECTOR THAT IS 10 KM AWAY FROM THE SEA SHORE AND NEVER FAR FROM THE POTENTIAL DISATERLAND
• IF THE MEGA WAVE IS 40 KM PER HOUR THIS GIVE A 10 KM LENGTH TO PREPARE AND RUN TO A BOAT. (AND NOT TO RUN NOWHERE IN CASES OF THE WILDNESS OR WHEN THE LAND IS FLAT THEREFORE IT SEEMS THAT RUNNING IS USELESS, ETC)
PROJECT ABSTRACT
+ IT IS PROTECTIVE IN THE WAY A SAFETY DOOR DOES IT TO YOUR HOUSE. YOU TRY ONE OR TWO HOUSES AND YOU GAVE UP BECAUSE OF THE STRENGTH OF THE DOOR RESISTANCE.
+ IT IS NOT LIKE AN ALARM THAT RING THE BELL, HOWEVER NOT DETERENT ENOUGH.
+ THE 3 MINUTES BELL RING GIVE THE BUGGLAR ENOUGH TIME TO COMMIT ITS CRIME AND RUN AWAY. IN THAT SENSE I FELT THAT THE MOBILE SYSTEM (THAT IS COUPLED TO DETECTION SATTELITE DID NOT PLAY THEIR ROLE.
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION
• +STATISTICS SHOW THAT 8 OUT OF 10 PEOPLE SURVIVING AT SEA CAN ESCAPE IF REMAINING (NOT MOVING AWAY) HANG TO A « DEAD BODY » - A FLOAT OR FLOATING BODY.
• +TODAY FIGHTING TSUNAMIS IS BASED ON COUNTRY (JAPAN AND OTHERS) EXPERIENCING WITH THEM EITHER BY ALERTING AND ESCAPING ROUTES OF TUNAMI ENCOUNTERS.
• PREPARADNESS AND PROTECTION
+ TIMING AWAY FROM POTENTIAL DISASTER ZONES ARE CRUCIAL IN INDIVIDUALS OR GROUPS INBOARDING BOATS WHEN MANŒUVRES COME AND HAVE TO BE ON TIME AND EXECUTED IN A TIMELY MANNER.
+ THE TSUPOLE IS A COMPLEMENTARY MEAN OF TRADITIONAL EARTHQUAKE DETECTION AND DETERRENCE.
PROJECT ABSTRACT
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION
• STRONGLY THIS INNOVATIVE SIDE VIEW OF DEALING WITH A FRIGHTENING GEO-HAZARD WITHIN THE TECHNOLOGY POLE SYSTEM I CALLED TSUPOLE (TSU- POLE) I.E. A POLE AGAINST TSUNAMI.
• POLES ARE EVERYWHERE, IN THE STREET , WORKPLACES, WHERE WE LIVE, EVEN MORE FACING THE THEATRE OF DISASTERS. WE NEVER THOUGTH THEY COULD BECOME OF GREAT UTILITY (USEFUL)
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION• TSUPOLE IN APPEARANCE LOOKS LIKE
OUR MODERN HIGHWAY POLES
• ESPECIALY OUR OLD VERSION OF HIGHWAY POLES. THEY SHOULD RESIST TO THE IMPACT OF A MEGA WAVE, WHICH ISUPPOSE SHOULD BE THE EQUVALENT OF ONE OR TWO CARS CRASHING ON THEM AT A SINGLE DURATION TIME IN TERM OF ENERGY TRANFER FROM MOBILE TO THE TECHNOLOGY POLE.
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION
• + REVERSIBLY THEY SHOULD ABSORB THE ENERGY AND DEFORM DURING COLLISION. INSTEAD THEY SHOULD KEEP FIT AND MAINTAIN FLEXIBILITY AND STRENGTH DURING THE « TSUNAMI » CRASH EXPERIENCE
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION
• + IN THE STUPOLE ANSWER I HAVE REPLACED THE MOBILE PHONE ANSWER WITH A NOISY SIRENE ALARM AND A HUGE LIGHT PROJECTOR SO WHEN HEARD AND SAW, PEOPLE WOULD BE AWARE, THERE IS AN ENORMOUS THREAT TO THEIR LIVES AT 10 KM (OR 15 MINUTES).
• I THINK THIS MESSAGE WOULD REFLECT A DIFFERENT WARNING THAN AN ANONYMOUS ALARMING MOBILE PHONE CALL.
PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION
• + TSUNAMY EXPERIENCE AND EXPERIENCING TSUNAMI IS A LIFETIME EXPERIENCE FOR SUFFERERS, (WHEN AND IF)OCCURING WHICH CONSEQUENCES ARE OVERLASTING.
• + WHAT DIFFERENTIATE A TRADITIONAL TSUNAMY RESPONSE AND THE TSUPOLE RESPONSE IS IN THE PREPARADNESS AND THE 15 MINUTES AND TH 10 KM WHEN THE MEGA WAVE REACH THE TSUNAMI DETECTOR AREA AT SEA, ON THE LAND THERE WILL BE A BIG NOISE FROM THE SIRENE (THAT YOU CAN HEAR FROM VERY FAR) AND A BIG LIGHT IN THE SKY (ENLIGHTENING IT).
SOURCES
PROJECT MEDIA COMMUNICATIONTSUPOLE: TECHNOLOGY POLE AGAINST TSUNAMIS
LITTLE PHYSICS ABOUT TSUNAMY
TSUNAMI!!!!
TSUNAMI!!!!!
THE WEAKESS LINK
• TSUNAMI WARNING SYSTEM• => It is estimated during a short period of time 300,000
people died in the December 26, 2005 Indian Ocean Tsumami that reached the Horn of East Africa.
• => Effects of the earthquake had castastrophic consequences in Banda Aceh, Sumatra, and the aftermather will remain a disaster for a longtime and an exceptional God event, probably for sure.
• => However, means to protect people lives were there in the sky and on earth with full of technologies .
GS RADJOU MBA9, CNAM
THE WEAKESS LINK
+ 100s of sattelites are populating the sky, orbiting around the earth or in geo-stationary orbit status when not filling an entirely still unspoilt part of our space, e.g. the outer space.
+ Also, there is « The Pacific Warning System (based in principle on mobile mobile phone calls and SMS text messages). It failed to deliver what was expected from a warning system.
GS RADJOU MBA9, CNAM
HIGHWAY TECHNOLOGY
+ I have called this project case study : the Tsupole project. It is a technology pole in common parts similar to modern highway poles but in function much more looking like our road traditional poles because this time they were not bending under the crash of mobiles impacting them and destroying lives.
+ A Tsupole does not have to break when a mega wave collide it. Instead, it has to sustain lives for survivors.
TSUNAMI ALERTS
….LET US PAY ATTENTION TOGETHER….
RESOURCES
PROJECT AGREEMENT
• CALL: 52 51 063 009 TO KNOW MORE ABOUT IT
PROJECT AGREEMENT
UNDPTSUPOLE NETWORK
UNDP ensuring that TsupolesAre supplyed to resident countryOffices on behalf of contractors.
www.undp.org
TSUPOLE
A Technology for the futureIn your home country? Tsupole!
If you think about sustaining yourDevelopment it is time to think about it
GS Radjou, MBA9, CNAM (inspired by an advert. from GDF)
CONSTRUCTION OF PROJECT PLAN
WHAT
=>PBS
WHOPROJECT
FLOWCHART
=>WBS
WHERE
=> ABS
WHEN
=>SCHEDULE
HOWOBSRAM
RE(SOURCES) EVERYWHERE
• SLOGAN• => THE WORLD IS FULL OF TSUNAMIS.
• => TSUNAMIS ARE EVERYWHERE IN THE WORLD.
• • => THEREFORE, OUR DISASTER TEAMS ARE
EVERYWHERE IN THE WORLD.
• => AS CONSEQUENCE RESOURCES ARE EVERYWHERE.
THE PROJECT TEAM
RESOURCES IN ACTION
PEOPLE AND ASSIGNMENTKEY STAKEHOLDERSORGANISATION BREAKDOWN STRUCTURE (OBS)RESOURCE BREAKDOWN STRUCTURE (RBS)RESOURCE ASSIGNMENT MATRIX (RAM)
PEOPLE
PROJECT SIZES
MEDIUM PROJECT(10 people)
LARGE PROJECT(1000 people)
SMALL PROJECT(5 people)
GS RADJOU @ CNAM MBA 9 (From Prof. Gilles Vallet lecture)
PROJECT SIZE MATTERS
HIGHER LEVEL AND STRATEGY
THE STRATEGY OF THE ORGANISATION IS HOW TO GO GLOBAL IN THE CHALLENGINGENVIRONMENT THE DIVERSITY CAN HELP
MANAGERS TO BECOME GLOBAL AND FOCUS
ORGANISATION BREAKDOWN STRUCTURE (OBS) OBS
KEY STAKEHOLDERS
SPONSOR: World Bank
Delivering the Permit Utility, date: 01/06/08 (Buyer)
Unit Name: Sri-Lanka
Tsupole (Tsunami) Centre
Development Ministry: survey and land occupation,
100 m²
Directorate for Sustainable and Territorial development
Project management Team: UNDP
Water World
Council, SIWI, Others
Engineering Team: USA, China, GB, France, Russia, others
Trading company:
Supplier of technology poles
Sri-lanka local labouring company
GS RADJOU MBA 9 CNAM
OBS
DISASTER TEAMS IN THE WORLD• PEOPLE CHART
TSUNAMISHEADQUARTERS
AFRICANCONTINENT
AMERICANCONTINENT
ASIANCONTINENT
OCEANIANCONTINENT
WORLDMAINTENANCE
GEO-HAZARDSTSUPOLE
PRODUCTSAND SERVICES
Country office Country office Country office Country office
S2
S3S3S3
S1 S1S1
S2S2
S1
S2
S3
S4
S1
S2
S3 S5
Sec
tion
leve
l 10
GEO-HAZARDSTSUPOLE ORGANISATION
B1/ Business Unit n° 1Total staff: 100
Country office: 10 staffSectiion office/ 30 staff
per section
100 STAFF 100 STAFF 100 STAFF 100 STAFF
Continent offices
100 STAFF
B1 B2 B3 B4 B5
WesternWorld
EasternWorld
GS RADJOU MBA 9 CNAM
A SECTIONS IS A COUNTRYSUBSIDIARY OF SPONSORSFOR INSTANCE SECTION 1 HAS 4 BEACHES (LOCATIONS) IN OUR CASE STUDY (SCENARIO).
10 10 10 10
10
10
10
10
10
10
10
10
10
10
10
25
25
25
25
25
OBS
B1
B2
B3
B4
RESOURCE BREAKDOWNSTRUCTURE (RBS) RBS
RESOURCE BREAKDOWN STRUCTURE
RBSRESOURCE BREAKDOWN STRUCTURE (MATRIX)
WORKING ON SUBSIDIARY S1 (SECTION 1)
PEOPLE PROJECT CODE N° EFFECTIF TOTAL
OFFICERS O0 6
Managing Director O1 1
Dir Production O2 1
Dir Finance O3 1
Dir Engineering O4 1
Dir Marketing O5 1
Dir Quality O6 1
WORKERS W0 6 6
Worker 1 W1 1
Worker 2 W2 1
Casual W3 1
Foreman W4 1
Supervisor W4 1
Coordinator W5 1
CASUALS C0 0 0
CountryOffice
S1
B1
B2
B3
B4
ASIAN CONTINENT
SRI-LANKA
Colombo
GS RADJOU MBA9 CNAM
SUBSIDIARY LEVEL
RBS
In stand by
PROJECT OPERATIONAND WORKPLACES
Real presence on the ground is ensured by a strategic team and a working team doing the tsupole business (workplaces)
PEOPLE DECISION MAKING PROCESS
MANAGINGDIRECTOR
DIRECTOR MARKETING
DIRECTORFINANCE
DIRECTOR ENGINEERING
DIRECTORPRODUCTION
DIRECTORQUALITY
COUNTRY OFFICEProject Managing Directorssatisfy requirements of key stakeholders and Contractors satisfy contract requirement
RBS
PROJECT TEAM S1 B3
GS RADJOU MBA 9 CNAM
A TOP LEVELASSIGNMENT
COMMAND AND RESPONSIBILITY CHAIN
CONTRACTING
CALLTENDERS
DIRMARKETING
Full-time1 p.week
ENVIRONMENTALDIAGNOSTIC
DESIGN
PROTOTYPE
FUNCTIONALDIAGNOSTIC
IMPLEMENTATION
SPV
TSUPOLEPART
TSUPOLETRANSFER
Milestone DIRENGINEERING
Full-time1p.week
Milestone
DIRPRODUCTION
Full-time1 p.week
MilestoneDIRFINANCING
Full-time1 p.week
Milestone
GS RADJOU MBA 9 CNAM
AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS
COMMAND AND RESPONSIBILITY CHAIN
ADMINISTRATIONAPPRAISAL
PERMITUTILITY
TSUPOLECOMMISIONING
END-USERTRIGGERING
TRACKING ERRORS
DIR QUALITY
Full-time1 p.week
MANAGINGDIRECTOR
Full-time1 p.week
GS RADJOU MBA 9 CNAM
LIAISING OFFICER WITH COUNTRY OFFICE GEO-HAZARD AND ASIA GEO- HAZARD HEAD OFFICE.
AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS
INTERMEDIATE LEVEL
COORDINATOR(1)
SUPERVISOR(1)
FOREMAN(1)
COORDINATION
1 person in charge of the coordination. In fact he/she is a manager working at ground level and is participating in the management of the team.
Main duties woul be:
+ recritment
+ control of inventory and stock
+ acounting for tsupole
+ oredering parts
+ quality checks and error corrections
+ work timing and check-in/check-out
+ general auditing of internal works
+ meeting suppliers and use of media communication and in chare of planning and team uniforms.
Also plan the training of staffs
Visite regularly the country office to meet the managing director
SUPERVISION
1 supervisor: could deputerize in absance of coordinator at sudsidiary levels.
+In charge of discipline, work organisation in case of absence on the worklows at beach level.
+recruitment of casual staff.
Organise the maintenance and cleaning of poles when works are done during out of work time (vacation, summer holidays.
+ expert in using tools and equipment
+meets regularly the coordinator to rport on it section (4 beaches)
+motivation of worklines
+can supply to defection on worker absence and play a foreman role during
Peak hours of activities
FOREMAN
+ he is a middle manager +1multi task worker
+ ensure the moral of staff and motivation based on improvement of quality standard
+ supply defection at the workplace
+ overall collaborator in the team
+ hardworking person
+ inspired by being himself a leader of the team.
+he is still learning of the business of tsupole.however great knowledge
of cultures.
A DEDICATED TSUPOLE LOW LEVEL(HOLE LOCATION SYSTEM)
CONCEPT AND
DESIGNING
PROTOTYPING AND
MANUFACTURING
ORDERINGAND
STARTING
IMPLEMENTINGAND
INSTALLING
ORDERINGAND
STARTING
GLOBALPICTUREOF THE
TSUPOLEPROJECT
START
END
CASUALLWORKER 2
POLE
WORKER 1SHOE
FOCUS ON
TSUPOLE
GS RADJOU @ CNAM MBA9
TEAM WORK RESOURCES TEAM
OF WORKERS
Sri-Lanka sites Workers Locations
SITE 1: AMANS Foreman 1 Beach 1
Worker 1
Worker 2
Casual X
SITE 2: BOULDOU Beach 2
worker Y β
Worker Z γ
Casual H δ
SITE 3: RAMAN Beach 3
ζ
η
θ
SITES 4: RASHAN Supervisor/Foreman 4
Beach
Jacques B 2
Christine C 3
Pauline D 4
The supervisorworks normallyat subsidiaryLevel and hasresponsibilityOver 3 sites
1 Foremanto superviseteam workon locations
THE COORDINATORLIASING SITES VIA SUPERVISOR AND COUNTRYOFFICE
GS RADJOU MBA 9 CNAM
Womenworkers
OPEN SITE WAITING TO
BE EVACUATEACCLIMATISATION
SITE
PROPOSAL FOR NEW SCHEDULE
• GROUNDS• => THE SET-UP OF A PROJECT
ORGANISATION DEDICATED TO THE TSUPOLE PROJECT MANAGEMENT (EMBEDDED ORGANISATION SUBSYSTEMS INTEGRATING ALL PROJECT STEPS)
• => NEW BASELINE FOR THE PROJECT• DIFFERS FROM THE INITIAL BASELINE
PROJECT
PROJECT UNIT ORGANISATION
EMBEDDED ORGANISATION: PROJECT MATRIX
THE STRUCTURE ORGANISATIONS THAT ARE WORKING FULL TIME ON THE TSUPOLE PROJECT
PROPOSAL FOR NEW SCHEDULETSUPOLE PROJECT SUBSIDIARY UNIT
ACTIVITYEFFORT
RESOURCERATE
SCHEDULING SEQUENCE
SCHEDULE CONSTRUCTION
• TSUPOLE ORGANISATIONAL• STRUCTURE
A B
PASSIVE PHASESTANDBY
TSUNAMI CELL
OVERALL HAZARD TEAMS
ACTIVE PHASEPERFORMING
REDUCED PROJECT
CYCLE
OFFENSIVE AND PERMANENT
MOBILITY
MAXIMUM FOCUS
ON TSUPOLE
GEO- HAZARD ORGANISATION
GS RADJOU @CNAM MBA9
OBS
TRADITIONAL ORGANISATION
PROJECT MANAGEMENT ORGANISATION
ACCEPTANCE
TESTS TSUPOLE IMPLEMENTATIO
N
ENVIRONMENTAL TEST
ADMINITRATION
TSUPOLE DESIGN
TECHNICAL TEST
PERMIT UTILITY
PROJECT MANAGEMENT
TEAM LEADER
WORKER 1, 2 CASUAL
WORKER 1, 2CASUAL
WORKER 1, 2CASUAL
TSUPOLEPROJECT A
SUPERVISOR
TSUPOLEPROJECT C
COORDINATOR
TSUPOLEPROJECT B
PERFORMING ORGANISATION
WORKER 1, 2 CASUAL
MANAGINGDIRECTOR
DIR PRODUCTION
TSUPOLEPROJECT D
DIRQUALITY
DIR ENGINEERING
DIR FINANCEDIR MARKETING
THE EMBEDDED ORGANISATION
GS RADJOU@ CNAM MBA9
Core team knows each otherson a defined allocated project
TO
GE
NE
RA
L O
RG
AN
ISA
TIO
N M
OD
E
RESOURCE BREAKDOWN
• TSUPOLE PROJECT ORGANISATION
TSUPOLESYSTEM
SUBSYSTEM A SUBSYSTEM B SUBSYSTEM C
EBO
GS RADJOU @CNAM MBA 9
PERFORMING ORGANISATION
WORKER 1, 2 CASUAL
MANAGINGDIRECTOR
DIR PRODUCTION
TSUPOLEPROJECT D
DIRQUALITY
DIR ENGINEERING
DIR FINANCEDIR MARKETING
TEAM LEADER
WORKER 1, 2 CASUAL
WORKER 1, 2CASUAL
WORKER 1, 2CASUAL
TSUPOLEPROJECT A
SUPERVISOR
TSUPOLEPROJECT C
COORDINATOR
TSUPOLEPROJECT B
ACCEPTANCE
TESTS TSUPOLE IMPLEMENTATION
ENVIRONMENTAL TEST
ADMINITRATION TSUPOLE DESIGN
TECHNICAL TEST
PERMIT UTILITY
PROJECT MANAGEMENT
PROJECT ORGANISER
THE EMBEDDED ORGANISATION (EBO)
PROJECT MATRIX
SUBSYSTEM ASUB
SUBSYSTEM BSUB
SUBSYSTEM C
GS RADJOU@CNAM MBA9
ACCEPTANCE
TESTS TSUPOLE IMPLEMENTATION
ENVIRONMENTAL TEST
ADMINITRATION TSUPOLE DESIGN
TECHNICAL TEST
PERMIT UTILITY
PROJECT MANAGEMENT
SUBSYTEM A
GS RADJOU@MBA 9 CNAM
2 EXPECTEDDELIVERABLES
ENTRY PROCESSDELIVERABLE
OUTPUT DELIVERABLE
SUB-SUBSYTEM C
GS RADJOU@MBA 9 CNAM
TEAM LEADER
WORKER 1, 2 CASUAL
WORKER 1, 2CASUAL
WORKER 1, 2CASUAL
TSUPOLEPROJECT A
SUPERVISOR
TSUPOLEPROJECT C
COORDINATOR
TSUPOLEPROJECT B
PERFORMING ORGANISATION
WORKER 1, 2 CASUAL
MANAGINGDIRECTOR
DIR PRODUCTION
TSUPOLEPROJECT D
DIRQUALITY
DIR ENGINEERING
DIR FINANCEDIR MARKETING
SUB-SUBSYSTEM B
GS RADJOU@MBA 9 CNAM
INPUT DELIVERABLEPERMIT UTILITY
ACCEPTED SHOE CONFORMED TTSUPOLE
OUTPUT DELIVERABLE OF SUB-SUBSYSTEM B
BREAKDOWN OF SUBSYSTEM A
• INITIAL STAGE PERMIT UTILITY
MARKETING(THE PROJECT)
FINANCE(SPV FINANCING)
PROJECT MANAGEMENT(LIFE CYCLE)
MARKET CALLING AND INSTITUTIONAL
ACCEPTANCE
TSUPOLEARCHITECTURE
CALL TENDER
QUALITY(ERRORS TRACKING
ENGINEERING(DESIGNING)
GS RADJOU MBA 9 CNAM
Quality errorsTracking, hammock activity
TO SUB SUBSYSTEM C
BREAKDOWN SUBSYSTEM C
DIR PRODUCTION(PROTOTYPING)
RECRUITING CASUALSSHOE
(SAND TREATMENT)POLE PARTS
MANUFACTURING
TSUPOLEARCHITECTURE
MANUFACTURING ORDER
TREATEDSAND
TSUPOLEPARTS
PREPARED HOLE
ASSEMBLING PARTS(DELIVERY TO LOCATION)
SHOE MAKING
ACCEPTEDSHOE
CONFORMEDTSUPOLE
QUALITY ERRORTRACKING
A COMPLETECASUAL TEAM
GS RADJOU @ CNAM MBA 9
INTERMEDIATE STAGE
LABOURING
DETAILS AND TASK OF ONE OF PROCESS STEP OF SUBSYSTEM C
SKETCH MAP OF SUBSIDIARY 1 AND TRAVEL ROUTES
B1
B2
B3
B4Standby
location system
Focus on location system B1
A
B
C
OperationalLocationsystems
Manufacturing parts
Assemblying parts
Recruiting casuals
Chemicals
Road 1
Road 2
Road 3
Sanddeposit
Roa
d 4
GS RADJOU MBA 9 CNAM
SUBSIDIARY
To country office
BEA
CH
ES
SEA
STR
AND
N
Road TrafficKey
BREAKDOWN SUBSYSTEM BCONFORMED
TSUPOLE
TSUNAMI COUNCILEXAMINING
(Environmental testing)
END-USERSENJOYING
PERFORMANCESTATUS
TECHNICAL ADVISORING
(IMPLEMENTING)
TSUPOLEENVIRONMENTAL
ACCEPTANCE
ADMINISTRATIVEAPPROVAL
INSTALLEDTSUPOLE
QUALITY ERRORTRACKING
LAST STAGE
PROPOSAL FOR NEW FLOWCHART
PERMITUTILITY
ACCEPTANCE
CALL TENDER
MARKET ACTING
TSUPOLEARCHI-
TECTURE
SVP FINANCINGDESIGNINGERROR
TRACKING
PROTOTYPINGORDER
DIR PRODUCTION
END-USERSENJOYING
INSTALLED TSUPOLE
ENVIRONMENTAL
FRIENDLY
ADMINISTRATIVELICENCE
ADVISORINGTEST
STATUS
TSUNAMI COUNCIL
EXAM
ASSEMBLYINGPARTS
SAND
TREATMENT
CONFORMEDTSUPOLE
SHOE MAKIN
G
TSUPOLE
PROTOTYPING
TSUPOLEPARTS
LABOURING
RECRUITIN
G
CASUALS
SHOEACCEPTED
TREATEDSAND
COMPLETECASUAL
TEAM
PREPAREDHOLE
PROJECT MANAGEMENT
CYCLE
MARKETING(MANAGINGPROJECT)
GS RADJOU@CNAM MBA9
FLOWCHARTOF TSUPOLE
PROJECT
HAMMOCKACTIVITY
RESOURCE ASSIGNMENT MATRIX (RAM)
RESOURCE ASSIGNMENT MATRIX ( RAM)
PEOPLE FUNCTION
Manager D
Tech. Advisor
Tsunami council
D Marketing
D production
D Finance
D Engineering
Coordinator
Supervisor
Foreman workers Casual
RESPONSABILITY
Marketing the project x
Project management cycle x
Call tendering x x
SVP financing x
Designing x
Manufacturing x
Sand treatment x
GS RADJOU MBA 9A CONTINUATION ON NEXT SLIDE
Driver activity Code
Scheduling
A
B
C
D
E
F
G
R0
R1
R2
R2
R1
R3
R1
R0 Marketing R1 Engineering R2 Finance R3 Production R4 Supervisor R5 Worker, Foreman R6 Driver R7 Tsunami council
R8 Administration R9 Sponsor
Casual recruitement x x
Labour/Hole making
x
x x x
Shoe making x x x x
Tsupole manufacturing x
Delivering parts to location x x x x
Environmental Exam. x
Performance status test
x
Technical Advisoring x
End-user enjoying
Quality/ HAMM
Managing Director Responsibility End-user: sponsors and others Hammock activity Liaising activities and reproting
GS RADJOU MBA9
x
H
I
J
K
L
M
N
O
P
R4
R5
R5
R3
R6
R7
R1
R8
R9
NETWORK DIAGRAMME PROJECT
DICTIONARY FOR NETWORK DIAGRAMME
Activity Code Load % Date Day Deliverable Activity stages
O Permit Utility Permit Utility
Project start Office work studies :Project R&D
A 21/06/2006 wen
B 21/06/2006 wen Marketing project, feasabilities,
C 22/06/2006 thu financing and development,
D 23/06/2006 fri plan, cost, time management
E 23/06/2006 fri control and green light
w.e OFF sat
RESOURCE PLANNING FOR RESOURCES WEEK ONE (DICTIONARY)
GS RADJOU @ CNAM MBA 9
w.e OFF sun
F 26/06/2006 mon Manufacturing and implementing
G 27/06/2006 tue Work activities to produce
H 27/06/2006 tue the tsupole: manufacturing the
I 28/06/2006 wen parts and also preparing
J 28/06/2006 wen the chemicals for sand
K 27/06/2006 tue treatment and assembling
L 28/06/2006 wen the tsupole parts and col
M 29-juin thu lecting all parts from the
N 30/06/2006 fri trading factory to the syst.
O 30/06/2006 fri location to be implemented
P 03/07/2006 mon Tsupole installed+festivital
PROJECT PLANNING FOR RESOURCES ( LOAD) WEEK 2 : PEOPLE ACTIVITY
GS RADJOU @ CNAM MBA 9 project end
NETWORK DIAGRAMME PROJECT
• 9 STEPS
A D G J
C F
H
I
M
N
B E
K
L O
P
GS RADJOU @CNAM MBA 9
SCHEDULING SEQUENCE
• ACTIVITY ARE OF 8 KINDS (EXCLUDING COORDINATION BUDGETED AT COUNTRY OFFICE LEVEL)
• MARKETING• ENGINEERING• FINANCING• MANUFACTURING• SUPERVISION• LABOURING• TRAVELLING• REGULATING
SEQUENCE OF ACTIVITES CAN BE CLASSIFIED IN 8 GENERIC ACTIVITIES OR WORKPACKAGE
GS RADJOU @ MBAç CNAM
MARKETING 1
ENGINEERING 3
FINANCING 2
PRODUCTION 2
SUPERVISION 1
LABOURING 2
TRAVELLING 1
REGULATING 4
GENERIC ACTIVITIES AND THEIR BREAKDOWN (RESOURCE BREAKDOWN STRUCTURE)
Gs radjou mba9 cnam
Activity Start End Duration Resources delivrable eff ort
Prep activity Man Dir Permit Utility
A:Marketing D03 D03 1 day R0:Dir marketingAcceptance 1 p.d
B:PMCycle D03 D03 1 day R1:Dir engineeringAcceptance 1 p.d
C:Market actingD04 D04 1 day R2:Dir financeCall tender 1 p.d
D:SPV FinancingD05 D05 1 day R2(DF)+R10(C)Tsu. Architecture 1 p.d
E: Designing D05 D05 1day R1:Dir engineeringTsu. Architecture 1 p.d
F: Tsu Manuf D08 D08 1 day R3:Dir ProductionProduction order 1 p.d
G:Sand treatmentDO9 D09 1 day R1:Dir engineeringTreated sand 1 p.d
H:Casual RecuitingD09 D09 1 day R4:Superviso Entire casual team1 p.d
I :Labouring D10 D10 1 day R5:Workers Prepared location 1 p.d
J :Shoe MakingD10 D10 1 day R5:Workers Shoe accepted 1 p.d
K:Parts manu.D09 D09 1 day R3:Dir ProductionTsupole parts 1 p.d
L:Ass. parts D10 D10 1 day R6:Travels Conf ormed tsupole 1 p.d
M:Green TestD11 D11 1 day R7:Tsu CouncilEnviron. f riendly 1 p.d
N:Physic TestD12 D12 1 day R1:Dir engineeringAdmin. Licence 1 p.d
O:Advisoring D12 D12 1 day R8:AdministrationAdmin. Licence 1 p.d
P:Regulating D15 D15 1 day R9:End-UsersI nstalled tsupole 1 p.d
GS RADJOU MBA 9 CNAM
PROPOSAL FOR NEW SCHEDULE
MY MODEL OF DICTIONARYPeople Managers A
Staff B
Tsupole sytem
Tsupole C
Buoys D
Boats E
Cables F
Raw material
Sand G
Small stones
H
Water I
Equipent Van J
Tools K
Oil L
POST BL BLR VAR.RES. CODE
OUTPUT FORECAST
12 TSUPOLES EVERY 2 WEEKS TIME
NUMBER OF PROJECT OPERATIONS
FOR THE ANTITSUNAMI CAMPAIGN
3000 TSUPOLES/12
= 250 x 2 WEEKS
= 500 WEEKS
TOTAL
WORKING WEEKS TO INSTALL 3000 TSUPOLES: 500 WEEKS
MAINTENANCE PROGRAMME
250/26
= 9.06 years
OUR MAINTENANCE
POLICY IS TO THROUGHLY CHECK TUSPOLES EVERY 10 YEARS
MANAGERS6/ WEEK
SUBIDIARY 14 TSUPOLES/
10 STAFF/ WEEK
SUBSIDIARY 24 TSUPOLES/
10 STAFF/WEEK
SUBSIDIARY 34 TSUPOLES/
10 STAFF/WEEK
PROJECT DURATION: 2 WEEKS
BUDGETING FOR RESOURCES
BASELINE BUDGET REVIEW (FROM TSUPOLE)IMPACT OF CURRENCY RATE (TO PORTOFOLIO)
RESOURCE AT SUBSIDIARY LEVEL
• EAST
10WORKERS
10 WORKERS
SUBSIDIARY S110 WORKERS PRODUCING 4 TSUPOLE EVERY 2 WEEK TIME (LENGTH OF PROJECT
DURATION : 14 DAYS)
30
2
2
2
1
F+S
F:Foreman
S:Supervisor
F/S
F/S :Both foreman and supervisor
8
10
S1
S2
S3
TSUPOLE A
TSUPOLE B
TSUPOLE C
TSUPOLE E
KEY
4 TSUPOLES/SUBSIDIARY10 WORKERS/SUBSIDIARY
COORDINATION IS AT SUBSIDIARY
LEVEL
MANAGERS WORKING AT OFFICE LEVEL
COORDINATOR LIAISINGWITH SUBSIDIARIES
GS RADJOU MBA9 CNAM
TSUPOLE DICTIONARY
TSUPOLE DICTIONARY
UTILITY NAMES CODE N° CHANGE NAMES LEDGER USD
PERSONAL 0
WORKER 1 0.1 1 MAN.WEEK 1000
WORKER 2 0.2 1 MAN.WEEK 1000
WORKER 0.3 1 MAN.WEEK 1000
FOREMAN 0.4 1 MAN.WEEK 1500
SUPERVISOR 0.5 1 MAN.WEEK 2500
RAW MATERIALS 1
STONES 1.1
0.5 MAN.WEEK IN KIND
SAND 1.2
0.5 MAN.WEEK IN KIND
CEMENT 1.3
0.5 MAN.WEEK IN KIND
CHEMICAL 1.4
0.5 MAN.WEEK IN KIND
EQUIPMENTS 2
MULTIVAN TOOLS 2.1
0.25 MAN.WEEK IN KIND
LORRY 2.2
0.25 MAN.WEEK IN KIND
TOOLS 2.3
0.25 MAN.WEEK IN KIND
SCAFFOLDER 2.4
0.25 MAN.WEEK IN KIND
TROLLEY 2.5 IN KIND
FINISHED PRODUCTS 3
TSUPOLE 3.1 1 MAN.WEEK 1000
SHOE 3.2 1 MAN.WEEK 1000
CABLE 3.3 0.5 MAN.WEEK IN KIND
COMMODITIES 4
BUOYS 4.1 0.5 MAN WEEK 500
BOAT 4.2 1.5 M1N WEEK 1500
BASELINE BUDGET FOR TSUPOLE PROJECT
TECHNOLOGYHIGH POLE(TSUPOLE)
SHOE3M
POLE3M
CABLE(IN KIND)
BUOYS1.5M
ASIAN SECTION
TOTAL COST : $7.5MGS RADJOU GEORGES MBA9 CNAM
BASELINE BUDGET FOR TSUPOLE PORTOFOLIO
PROJECT MANAGEMENT
TECHNOLOGYHIGH POLE(TSUPOLE)
SHOE$3M
POLE$3M
CABLE(IN KIND)
BUOYS$1.5M
THE SHORT DISTANCE
MEGA WAVES DETECTOR
$5M
ASIAN SECTION
BOAT
$6M
Total cost of portofolio :$18.5MGS RADJOU CNAM MBA9
BUDGETING FOR RESOURCES
• CURRENCY USD ($)
EXCHANGE RATE: €0.5 EQUALS $1
MONEY BORROWED:
€7.5M
TOTAL ESTIMATE:
€7.5 x 3= $22.5M
TSUPOLE PROJECT (INITIAL PROJECT)
$7.5M GAIN FROM EXCHANGE RATE: $15M
PORTOFOLIO
PROJECT(EXCHANGE RATE BENEFIT)
$18.5M MANAGEMENT RESERVE
$4M
THIS TABLE ANALYSES THE IMPACT OF THE EXCHANGE RATE ON THE CURRENT PROJECT AND BASELINE PROJECT. SPONSORS GUARENTED THE TSUPOSE ORGANISATION OF $7.5M. WHEN BORROWING MONEY FROM EUROPEAN LENDERSWE DISCOVERED THAT OUR PROJECT ALLOW US TO COMPLETE THE TSUPOLE SYSTEM THAT WAS FUNCTIONAL; THERFOREOUR PORTOFOLIO PROJECT WAS VIABLE. WE INVESTED IN IT AND PAY OUR STAFF
REVIEWED PROJECT AGREEMENT
MANDATE
Items BASELINEBUDGET US$
REVIEWEDBUDGET
US$
TSUPOLES 6 millions 6 millions
BUOYS 1.5 millions 1.5 millions
BOATS 4.5 millions cancelled
RESERVE 0 300,000
TOTAL 12 millions 7.2 millions
TSUPOLE
GS RADJOU MBA 9 CNAM
IMPACT OF EXCHANGE RATE ON CURRENT PROJECT VIALABILTY
IMPACTS OF MANAGEMENTRESERVE AND CANCALLATION
TSUPOLE = 3000 tsupoles
+ 3000 buoys
IMPACT OF EXCHANGE RATE AND LENDERS PAID IN EUROS FOR A BASELINED PROJECT IN US$:
A FUNCTIOANAL TSUPOLE PORTOFOLIO SYSTEM
6M
€
NEW BUDGET
VARIANCE$
AFTEREXCHANGE
RATE: $
18M +12M
1.5 M 4.5M +3M
3000 boats
MANAGERRESERVE
$(Cumulative)
+12M
+15M
6M - 6M +9M
WAVE CAPTOR
5M -5M + 4M
TSU. PORTOFOLIO COST
33.5M +4M +4M
EXCHANGE RATE EASE 1.19% BASELINE BUDGET
MANAGEMENT RESERVE USE SCENARIO ALLOCATING RESOURCES TO STAFF
$4 MILLIONS
MANAGEMENT RESERVE USE SCENARIO ALLOCATING RESOURCES TO PAY INTEREST
$4 MILLIONS
61 679,97 €
180
740 159,68 €Annual principal + intersts
Monthly repayement
Total months
7 500 000,00 €
5,60 %
15 ans
01/10/2006Starting date for the loan.
Amount of money borrowed
Annual interst rate (ex.: 5,60)
Number of years
7 500 000,00 €
3 602 395,19 €
11 102 395,19 €Total cost
Principal
Cost of money
GS RADJOU MBA 9 CNAM
SUBSIDIARIES GAINED FROM THE EUROPEAN UNION HELPED THE TRADING COMPANY TO FINANCE THE TSUPOLE PORTOFOLIO MANAGEMENT PROJECT
$
$
$
$
$
$
INTEREST OF THE MONEY MANAGEMENT RESERVE
• IT WILL HELP TO PAY THE INTEREST RATE
• SLIDE 91 SHOWS COST OF BORROWING MONEY IS:• $3602,395.19
• This money will be put on an interest bank account. So the present value at the borrowing date is not lost with the rate of inflation and inflation rate.
• THE MANAGEMENT RESERVE IS THE MONEY LEFT IN THE COMPANY BANK ACCOUNT AFTER DEDUCTING THE INTEREST RATE.
• IT COVERS ALL TECHNICAL AND PRAGMATIC RISKS.
• ECONOMIC, POLITICAL AND FINANCIAL RISKS ARE COVERED BY SPONSORS. IT IS WHY BY FUNDING OUR PROJECT, THE EUROPEAN UNION ENDED TO HAVE A SHARE PART IN THE PROJECT.
GS RADJOU @MBA9 CNAM
NETWORK DIAGRAMME PROJECT
• 9 STEPS
A D G J
C F
H
I
M
N
B E
K
L O
P
GS RADJOU @CNAM MBA 9
NEW ESTIMATION FOR RESOURCES • TAKING INTO ACCOUNT THE OVERALL STRUCTURE
OF THE PROJECT.• OBVIOUSLY, BUDGET FORECASTING• AND BASE LINE BUDGET IS OUT OF DATE AND IS
REVIEWED ACCORDINGLY NEW PROPOSALS ACCORDINGLY TO NEW DATA ENTRIES.
• UPLOADIND THESE CHANGES INTO THE DICTIONARY HELP TO FOLLOW AND TRACK THESE CHANGES.
• IT IS GOOD FOR QUALITY IMPROVEMENT AND ERROR CHECKS AND ALSO TO ASSESS THE MONEY AMOUNT NEED FOR THE MANAGEMENT RESERVE (SECURITIES FOR PROGRAMATIC AND TECHNICAL RISKS)
• NOTE: POLITICAL RISKS AND ECONOMICAL RISKS SHOULD BE COVERED BY SPONSORS, NORMALLY.
GS RADJOU @ CNAM MBA9
0 RESOURCE DICTIONARY (East country office)
1 Chair Silicon Trust (Germany)
2 JanPorvoo group (netherlands) (Netherlands)
3 Omid Smarticware (Sweden)
4 Michael IBM (Switzerland)
5 Ronny Microsoft (Belgium)
6 Svein Rikstrygdeverket (Norway)
7 Pierre Sagem Security (France)
8 Mark Hewlett Packard (Ireland)
9Baudouin E-forum (Europe)
10Nicholas Sagem (France)
11 Jim US Gov dept of commerce (USA)
12 Xavier Oberthur Technologies France
13 Lorenzo Tsupole register (France)
14 Kevin Global platform (USA)
15 Dirk Collis transport freight (Netherlands
16 Mehmet Tubitak (Turkey)
17 Charles Electronic Gov Consultant (UK)
18 Prof Nagaky Tokyo Institute of Technology (Japan)
19 Yu Ministry of Public SPublic Security (C
urity (China)
20 Shaun Sheffield City council (UK)
21 Jean-Pierre Eureka (Europe)
22 Max Expertise Group ( Netherlands)
23 Jiri Czech Republic Chair
24 Posh Australia Federal Government
Unavailable
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
Availability in Person Day PDTOTAL 20 PD
GSR mba9 Cnam
6 Managers working at country level
RESOURCE INVENTORY
TSUPOLE PROJECT
PEOPLEMATERIALS
AND EQUIPMENTMANAGEMENT
RESERVES
RESOURCES• UNIT• => The MKS system for length, weight and time • => Men power per week (M.WK).• These can be converted into real money, e.g. US$• => For the project, the dollar is the currency unit used
during the entirely life time of the project.• => Material expenses and Management Reserve are
express in american dollar US$.• => The management reserve: these are lump sums that
are put aside by the manager on a reserve account. He will use this money control the project, especially in the request change process.
• This financial umbrella provide security for the project during technical or programmatic risks
PROPOSAL FOR NEW SCHEDULE
PERFORMING ORGANISATION
WORKER 1, 2 CASUAL
MANAGINGDIRECTOR
DIR PRODUCTION
TSUPOLEPROJECT D
DIRQUALITY
DIR ENGINEERING
DIR FINANCEDIR MARKETING
TEAM LEADER
WORKER 1, 2 CASUAL
WORKER 1, 2CASUAL
WORKER 1, 2CASUAL
TSUPOLEPROJECT A
SUPERVISOR
TSUPOLEPROJECT C
COORDINATOR
TSUPOLEPROJECT B
ACCEPTANCE
TESTS TSUPOLE IMPLEMENTATION
ENVIRONMENTAL TEST
ADMINITRATION TSUPOLE DESIGN
TECHNICAL TEST
PERMIT UTILITY
PROJECT MANAGEMENT
GS RADJOU@MBA 9 CNAM
ACCEPTANCE
PERMIT UTILITY
PROPOSAL FOR A NEW PROJECT FLOWCHART
• SEE • OPENWORK BENCH FOR THE OLD
PLANNING WITH THE TRADITIONAL ORGANISATION DOING THE PROJECT IN AROUND A MONTH
• ALSO MICROSOFT PROJECT GANTT CHART FOR THE NEW VERSION OF THE PROJECT WITH THE EMBEDDED ORGANISATION WITH MADE THE TSUPOLE IN 14 DAYS.
OWB GANT CHART
• SEE ATTACHEMENT FILE
MICROSOFT GANTT CHART
• SEE ATTACHEMENT FILE MICROSOFT PROJECT
THE PROJECT AGREEMENT
BUDGETED BASELINE
• PROJECT MANDATE (EURO CURRENCY (€))
• TOTAL BUDGET: 12 MILLIONS• To build a tsupole system. This system includes:• => Tsupoles: 6 millions (3000 tsupoles)• => Safety boats: 4.5 millions• => Laser/ doppler wave detections: 1.5 millions• => Human resources are paid by their original
organisations.• => Local workers are paid by the local council.• => Some resources could be paid in kind
GS RADJOU MBA 9 CNAM
THE TSUPOLE PROJECT
AGREEMENT
What is a Tsupole?
TECHNOLOGY POLEDELIVERABLE AND SPECIFICATIONS
(Project Management)
STARTING DATE: 25/04/08 (Sustainable Development Group)
GS RADJOU, MBA9, CNAM
LECTURER: HEAD OF PROJECT MANGEMENTDR. GILLES VALLET
TSUPOLE
PRE-PROJECT
PROJECT AGREEMENT
• MANDATE
COMMENTS:
Sponsors are willing to budget for such project at level of 7.5 millions for the entirely projects. This means cutting cost or using even more environmental friendly raw materials.
Baseline budget is very narrow if we have to withdraw the Management reserve. Let say 5% of total amount of review budget. Cash disponible in the bank for running the budget and excluding the risk budget is: US$ 300,000.
Items BASELINEBUDGET US$
REVIEWEDBUDGET
US$
TSUPOLES 6 millions 6 millions
BUOYS 1.5 millions 1.5 millions
BOATS 4.5 millions cancelled
RESERVE 0 300,000
TOTAL 12 millions 7.2 millions
TSUPOLE
GS RADJOU MBA 9 CNAM
PRODUCT PROJECT
HOW THE TSUPOLE INTEGRATE THEACTUAL WARNING SYSTEM FOR DISASTERSAND MEET SUTAINABLE PRINCIPLE
SUSTAINABLE DEVELOPMENT PRINCIPLES
SOCIAL
ENVIRONMENTECONOMIC
SUSTAINABLE
VIABLE
BEARABLEEQUITABLE
GS Radjou, MBA9 CNAM
Sustainability principle Are Important sides of the project business as defined by contributors
Fig. Sustainable diagram.
THE TSUPOLE
• HOW IT LOOK LIKE
5m
Metallic Pole
Stoneshoe
Elastic cable
Copyright: GS Radjou, MBA 9, CNAM
This product
has been in
vented by m
e.
5m
To boat
TSUPOLE AND SUSTAINABILITY
• THE PRODUCT PROJECT AND SUSTAINABILITY
• => THE TSUPOLE IS SUSTAINABLE FRIENDLY
• => THE TSUPOLE PRODUCT FULLFIL REQUIREMENT OF KYOTO PROTOCOLE AND OTHER INTERNATIONAL PRINCIPLES ON SUSTAINABILITY
• => THE PRODUCT IS INNOVATE AND CREATE MORE GOODS THAN HARMS.
GS RADJOU @ CNAM MBA 9
TSUPOLE INTEGRATION IN SUSTAINABLE DEVELOPMENT
TSUNAMI DETECTION AND PROTECTION SYSTEM
1- Sattelites
2- Mangroves
3- Tsupoles
Planning
Purchase and delivery
SatteliteMangrove
Tsupole
Tsunamy Warning
Manoeuvring
Steady states
Environmental Renewal
Reconstruction
Information/Operation ManagementDestruction
Warning System
TSUPOLE PRODUCTDEVELOPMENT
SUSTAINABILITY
LIFE SAVINGMANAGEMENT
The new integration of the Tsunamy Pacific WarningSystem is sustainabledevelopment orientate
GS RADJOU MBA 9 CNAM
TSUNAMI DETECTION
• TSUPOLE BASE SYSTEM
FLOATING BODIES
DOPPLER DETECTOR
TECHNOLOGY POLE
GS RADJOU MBA9 CNAM
To be perfect, Tsupoles are correlated to a wave doppler detection andwarning sytem. FloatingBodies, i.e. boats, buoys.
TSUPOLE SYSTEM LITTLE PHYSICS
THE WAVE DETECTOR• TECHNOLOGY AND PRINCIPLE
1Km
G
Data base
wave
sattelite
speaker
engine helix
doppler
Lasersource
solar safetybuoy
solar panel
TG: tecnology gyrocopic
Key
radio transmettance
reception redEmergencylamp
:movements of buoy
reflector
Laser bean
GS RADJOU @ CNAM MBA9
Dataroom
THE LASER BEAM
• BEAM CHARACTERISTICS
• UNIDIRECTIONAL
• PARRALELISM
• LOW DISPERSION
• HIGH ENERGY TRAVEL
GS RADJOU@CNAM MBA9
A little more than a second to go to the moon
to the moon
From earth
THE WAVE DETECTOR SYSTEM
• FEATURES
The most common items of the tsunami protective system's designs are relatively simple. A database is the main storage repository for all data of the computer. These data are managed by the business logic layer of the application. This layer gives the underlying raw data more structure and meaning, preparing it for human escape
ELEVATION MEASURES
• ELEVATION H1 AND H2
(H)
10 KmG
G
H
shoreline
H¹ (elevation) is transmitted to the computer room via the laser bean
(land)
10 km
o
O
Sea floorGS RADJOU@CNAM MBA9
G
H ²
KeyH¹: elevation by laser beamH²: elevation by doppler
Equation H= v x t
Laser area
Doppler
area
CoverageMeans: Laser or doppler
Sea level
THE SAFETY BOAT
• CHARACTERISTICS
• PLASTIC INSUBMERSIBLE. NORMALY IF A BOAT IS WELL MAINTAINED IT CAN LAST FORVER.
Boat
Bird view
Cable
SEA
90 metrers10 meters
Technology Pole
Key
GS RADJOU @ MBA 9 CNAM
PRODUCT MANAGEMENT:IT IS TO ANSWER
A QUESTIONLIKE
“WHAT”
PROJECT IDENTIFICATION
PROJECT DEFINITIONKEY STAKEHOLDERSLAB3 DELIVERABLEWORK BREAKDOWN STRUCTURE PRODUCT BREAK DOWN STRUCTURE
TSUPOLE PROJECT DEFINITION
• PROJECT DESCRIPTION
• + Project Name: Tsupole
• + Description : In accordance with the field activities defined by the Disaster Team for year 2006, team members wish to provide an additional
safety measures to community members, which lives are endangered by natural disasters (geo-hazards).
The Tsupole is a technology pole (similar to the old highway poles however with different functions).
Tsupoles will allow community members in disaster areas to protect their lives during Tsunami predicted
times.
This prototype project is innovative and to my knowledge a unique safety device item. It should be additional to traditional to a tsunami warning sytem.
For this project an attempt has been developped within the MBA9 with a list of activities; budget and time required.
WHAT IS A DELIVERABLE ?
START
END
DEFINED
WELL-KNOWN
MESASURABLE
STABLE
TSUPOLE DELIVERABLE
GS RADJOU @ CNAM MBA 9
IF ONEITEM ISMISSINGTHIS IS NOT APROJECT
REAL OR VIRTUAL
A QUALIFIED DELIVERABLE IS A PROJECT….
LAB N°3 DELIVERABLE
TSUPOLE TECHNOLOGY
Deliverable Utility permit on South coastal Sri-Lanka right of way /Application to place, construct and maintain along sea strand, beaches and habited coastal lines the highway safety poles (Anti-Tsunamy Devices)- Urbanization possible in the Indian Ocean.
Product Highway Poles with Anti-Tsunamy Devices
Sponsor Stockholm International Water Institute (S.I.W.I.)
Product Manager
United Nation Development Programmes (U.N.D.P.)
Product Owner
Mr. Zoellick (Actual World Bank President)
Project leader
Chef-Manager (Project and technic)
Users Sri-Lanka, Chef Village Community,
End-Users
People of Southern Sri- Lanka and Visitors on vacation.
Creation Date: 25/04/ 2005Project Name: Tsupole (Lab. 3) Version N° 1Group: GS RADJOU, MBA 9, CNAM
WORK BREAK DOWN STRUCTURE
W.B.S.
ACTIVITIES
POLE1 1 1 1
SHOE1 1 1 1
CABLE1 1 X X
5m
0.5
0.5
0.1
AC
CE
PT
AN
CE
AS
SE
MB
LY
MA
NU
FA
CT
UR
INGP
RO
CU
RE
ME
NTC
ON
TR
AC
TIN
G PR
OC
ES
S
Gs RADJOU MBA 9 CNAM
P.B.S.PRODUCT BREAK DOWN STRUCTURE
TSUPOLE
THE CRITICAL DECISON• PRODUCT BREAKDOWN STRUCTURE
• => SHOULD WE MANUFACTURE OR BUY THE PRODUCT.
• => IF WE BUY THE PRODUCT WHAT WOULD BE THE TYPE OF CONTRACT FOR PARTS
TSUPOLE (PBS)
PBS: PRODUCT BREAKDOWN STRUCTURE
GENERIC ACTIVITIES MANUFACTURING CONTRACTING PROCUREMENT
TSUPOLE
CEMENT SHOE 1 1 X
STEEL POLE 1 1 X
STEEL CABLE X 1 0.25
BUOY X 1 0.25
PBS: PRODUCT BREAKDOWN STRUCTURE
A COMPLETE TSUPOLE SYSTEM
PROJECT PORTOFOLIO MANAGEMENT
TSUPOLE
FLOATING BODY
WAVE DETECTION
P.B.S. PORTOFOLIO MANAGEMENT
TECHNOLOGYHIGH POLE(TSUPOLE)
SHOE POLE CABLE FLOAT
THE SHORT DISTANCE
MEGA WAVES DETECTOR
PROJECT 1 PROJECT 2
GS RADJOU MBA 9 CNAM
BOAT
PROJECT 3
PBS: PRODUCT BREAKDOWN STRUCTURE
GENERIC ACTIVITIES MANUFACTURING CONTRACTING PROCUREMENT
TSUPOLE SYSTEM
CEMENT SHOE 1 1 X
STEEL POLE 1 1 X
STEEL CABLE 1 X
BUOY X 1 1
SAFETY BOAT X 1 1
WAVE DETECTOR 1 1 1
PRODUCT BREAKDOWN STRUCTURE
PROJECT SPECIFICATIONS
GLOBAL ARCHITECTUREPERFORMANCESINTERFACES
GLOBAL
ARCHITECTURE(Description of targeted Product and Services)
THE DISASTER REGION
WHERE WE AREWORKING AT THE MOMENT: LOCATIONFOR THE TSUPOLES.
Fig.2: Environment where the December 26th, 2004 Tsunami took place : Indian Ocean sketch map.
TSUNAMI ASIA MAP
Fig.3: Environment where the Tsunami December 26th, 2004 took place: Villupuram Coastal area – Geographical
description
TSUPOLE EVERYWHERE
B1
B2
B3
B4
B1: Beach n°1Staff:Foreman 1Worker1Worker2
TSUNAMI REGIONAL MAP
TSUPOLE FOR RENOVATION AND CHANGE
5m
SKY
SEA
InstalledTsupole
Copyright GS Radjou, MBA 9
SEA STRAND
BED ROCK
Floating body
THE ENVIRONNEMENT
PERFORMANCES & INTERFACES
PERFORMANCE
SUMMARY• => Shoe: bloc of stone (treated cement):
• 75 m3 of treated cement
• => Pole: Highway technology Pole: height: 30 m.• Diameter:Ø 30 cm (bottom), Ø 20 cm (middle), Ø 10 cm (top)
• => A mixte cable, of: Total length: 100 m. • Elastic jumping cable: 25 m• Steel cable:75 m• Ø 3 cm (steel) , ø 6 cm (elastic)
=> A terminal part: shoe (including a cable roll)
GS RADJOU@CNAM MBA 9
INTERFACES
SUMMARY
=>Stupoles can be placed on all kinds of supports:stone, soil, tarmac and underground;
When placed, it should be efficient and device safe;
Stupoles should be made with long lasting materials;
The pole is fixed to a shoe (stone) that is treated against sea corrosion;
The pole parts are long lasting material;
GS RADJOU @ CNAM MBA 9
The cable is mainly made of steel and is inalterable;
The cable end in connection with the floating body is made of elastic,i.e. jumping cable that could add flexibility to the cable.
During tsunami periods the cable is pull out of the poles by the drive of the boat floating at sea-surface.
Note: a solar light can be set on the top (city configuration) or attached palm leaves (countryside environmental friendly design). Also, a nest to capture bird attention as a mean to use the wildlife as pre-warning system to detect tsunamis
INTERFACES
OPERATIONAL CONFIGURATION PLAN
=>PRODUCT CONFIGURATION=>OPERATIONAL CONFIGURATIONS
PRODUCT CONFIGURATIONS
• VARIOUS CONFIGURATIONS
A
B1
C
Change request N°3Tsupole Configuration
B was modify for cheaper versionDate N°3 (B0 to B1)
Change request
B0
PRODUCT CONFIGURATIONS
• TOWNS AND FIELDS SolarLight
FalseCoconuttree
Cables
Coconut Tsupole Highway Tsupole
To float
30 meters
Copyright: GS Radjou, MBA 9 CNAM
D E
Stands
Poles
LARGE SCALE TSUNAMI OPERATION CONFIGURATION
Configuration items
Configuration A Configuration B
(New configuration B1)
Configuration C
Configuration D Configuration E
Pole 1
1
(Formerly 2)
1 1 1
Shoe x 2
(Formerly 1)
1 x x
Cable 1 1 1 1 1
Stand x x x 1 1
Others Leaves Light
Identification of operational configurationsOperation Configuration Plan
• OPERATION CONFIGURATION PLAN
Large scale Tsunami
Medium scaleTsunami
Small Tsunami
TSUPOLE(High)
Tsupole(Low)
B
E
D
A
C
Tsupole characterisations & configurations play a major role to protect people according to threats of waveCharacteristics of Tsunamis
Smallpole
GS Radjou, from lecture (Product scope management, Dr Gilles Vallet)
Configurations
Wave characteristics Tsupole characteristics
CHANGE PROCESS
Change Request
Analysis
Change Decision
Impacts (motivations)
+ People casualty reductions:
InjuriesLoss of propertiesDeathsStress for the futureStress on future generationsEconomical dependancyEnvironmental destructionCosts of reconstructionCosts of rehabilitationTourism industry Development standby
+ Reduction of risks:=>Political=>Interference=>Governance
+ Community Increases satisfaction in:=>Sustainability=>Self-suficiency=>Reliance=>Independance
Change order
ANALYSE
“The Indian Ocean tsunami generated by the most powerful earthquake in decades on December 26, 2004.It is believed to have killed more than 150,000 people and made millions homeless, making it perhaps the most destructive tsunami in history” Tsunamis: Facts About Killer Waves”, National geographic news, Updated January 14, 2005. From product scope management
SCOPE MANAGEMENT:IT IS TO ANSWER
A QUESTIONLIKE
« HOW »
SCOPE PROJECT
STUPOLE PROJECT MANAGEMENT
REQUIREMENTS, VERIFICATIONS AND
VERIFICATION CRITERION
RESILIENCE PERFORMANCE CRITERION
TSUPOLE
Sea water
P= 2 X 900 kg
V = 2X 20 mph
WAVE
Based on American association of state highway transportation
“Tsunamis can travel up to 600 mph (965 km per hour), 521 knots) at the deepest point of the water, but slow as they near the shore, eventually hitting the shore at 30 to 40 mph (48 to 64 kph or 26 to 35 knots). The energy of the wave's speed is transferred to height and sheer force as it nears shore.
.
To boat
GS RADJOU@ MBA9 CNAM
(WAVE MODELLING)
T(i)
W(i)
R (i)W= ΣW(i) = sum of W on the pole where waves impact (point i). This force is the pressure that is proportional to. The peojected surface of the pole where in contact with the pole. (Archimed theory)T(i) = traction on the pole created by the boat. It needs to have a cable elastic enough to absorb the impact energy and boat quantity movement. T(i)= k x(i)R(i) = W(i) + T(i)
I(i)
X(i)
RESILIENCE PERFORMANCE CRITERION
• The speed of the boat is not to be reduced after wave break away more than 15 feet per second, and preferably not more than 10 feet per second
Boat
Bird view
Cable
SEA
90 metrers10 meters
GS RADJOU@ CNAM MBA9
T= k α, α: elasticitty of cable
REQUIREMENT VERIFICATION AND VERIFICATION CRITERION
• REQUIREMENTS
• =>R1: to reduce these casualties (due to tsunami waves. Stupole structures utilized on community funded Stupole projects must meet
• VR1: the resilience performance criteria when struck by Tsunami waves in order to
• =>R2: diminish as much as possible serious severe injury and death
• VR2: HOW DO YOU MEASURE INJURY to boat occupants of such ballooning system (like a floating cork on the sea surface) resulting from pulling, dragging, lifting and striking from such pole structures (jumping elastic, steel cable, resilient pole) mobilized by the strength of the Tsunamy. Originally, the Pacific Warning System failed to deliver and adequate response or no response at all.
REQUIREMENT VERIFICATION AND VERIFICATION CRITERION
=>R3: The Tsupoles are in complementary of a warning system that can dissuade when the tsunami comes,
• VR3 HOW TO MEASURE EFFECTIVENESS (if effective enough, however Tsupoles are additional measures or principal (if warning systems are absent). An Early warning systems are dissuasive sytems and Stupoles are protective ones. December 26th, 2004 Tsunami was deadly. Huge tsunami like the Indian Ocean is exceptional but
THE SETTING PROBLEM
Disaster zones: sea shores and cities where tsunami can occurs and takes lives from endangered local communities (and tourist on vacations, also).
=> Tsupoles (with their attached safety boats) are preventive means or a precautionary measures (like life jackets waiting to be dropped)
REQUIREMENTS AND VERIFICATIONS
• REQUIREMENT• (RED COLOUR)• => R1: to reduce these casualties (due to tsunami waves) Tsupole must meet• => VR1 the resilience performance criteria (when struck by Tsunami waves in order
to
• => R2: diminish as much as possible serious severe injury and death • => VR2: HOW DO YOU MEASURE INJURY?• (Originally, the Pacific Warning System failed to deliver and adequate response or no
response at all). Why?
• => R3: TO PROTECT LOCAL NATIVE AND TOURISTS (during Tsunamy predicted times) The Tsupoles are in complementary of a warning system that can dissuade when the tsunami comes,
• VR3 HOW TO MEASURE EFFECTIVENESS (if effective enough, however Tsupoles are additional measures or principal (if warning systems are absent). An Early warning systems are dissuasive sytems and Stupoles are protective ones. December 26th, 2004 Tsunami was deadly. Huge tsunami like the Indian Ocean is exceptional but
THE SOLVING PROBLEM• (During Tsunamy predicted times) Tsupoles are
in complementary of a warning system that can dissuade when the tsunami comes, (if effective enough), however Tsupoles are additional measures or principal (if warning systems are absent).
• An Early warning systems are dissuasive sytems and Stupoles are protective ones. December 26th, 2004 Tsunami was deadly. Huge tsunami like the Indian Ocean is exceptional but the Mega waves are killer waves
VERIFICATION CRITERION
• BASED VERIFICATION CRITERION
• How it impact
• = On people:
• = theirs needs
• = effectiveness
VERIFICATION CRITERION• CRITERION• => C1:the resilience performance criteria (when struck
by Tsunami waves in order to reduce number …)• => C2: Number or casualties
• +150 000 killed people• + 1000 000 homeless
• (An Early warning systems are dissuasive sytems and Stupoles are protective ones. December 26th, 2004 Tsunami was deadly. Huge tsunami like the Indian Ocean is exceptional but …)
• => C3 Warning system dissuasion: reliability criterion: MTBF
• (during Tsunamy predicted times) The Tsupoles are in complementary of a warning system that can dissuade when the tsunami comes)
VERIFICATION CRITERION (MODEL)
• DETAILS• C1:Resilience Performance of stupoles
• C2: Number of casualties + lost of property• => weighted probability diagramme x value of lost
(each time you have a tsunami)
• C3: Reliability Criterion: MTBF• MTBF= 2MTTF + MTTR
SOCIETAL BROADER EXPECTATION….
CUC MATRIX
REQUIREMENTS ARE:-CLEAR-UNCLEAR-CONTROVERSIAL
REQUIREMENT SET 1
FAILURE
REDUCTIONS OFClear Unclear Controversial
Comparative method to sattelite
Detections
X
Mobile phone
Availability (individual and network)
X
TSUNAMI WARNING SYSTEM IMPROVEMENT
Increase of choices with an additional
precautionary measure
X
REQUIREMENT SET 2CASUALTY
REDUCTIONSClear Unclear Controversial
Injuries X
Loss of properties
X
Deaths X
Psychology stress
X
Stress on future generations
X
REQUIREMENT SET 3
CASUALTY
REDUCTIONS FROMClear Unclear Controversial
Economical dependancy
X
Environmental
destruction X
Costs of reconstruction
X
Costs of rehabilitation
X
REQUIREMENT SET 4
LIFE CONCERNS
RECONNECTION INClear Unclear Controversial
Tourism industry X
Development
and progress X
Sustainability X
Self-sufficiency X
Reliance X
Political Independance
X
DELPHIC ESTIMATE PRIORITIZE REQUIREMENT IN ORDER TO MINIMIZE NUMBER OF REQUIREMENTS
DELPHIC ESTIMATE
Global estimate of duration, cost or effort of a project
Portofolio management technic
Users: expert, facilator, argument
1RST ROUND FREE ESTIMATE
2ND ROUND/ ARGUMENT
3RD ROUND: EVALUATION
Expert ExpertExpert Expert
Facilitator
Environment for the Delphic Estimate Source: Dr. Gilles Vallet
INDIVIDUAL ESTIMATES
1 RST, 2ND, AND 3 RD MEANS
GS RADJOU @ MBA 9 CNAM CONDITION IT IS WORKING: EXPERT TO BE NEUTRALARGUMENT AT THE SECOND ROUND NEED TO BE EXPLICIT
Inf. interval Sup. Interval Figure
110 124 4
124 138 1
138 152 2
152 166 1
166 180 5
180 194 7
194 208 1
208 222 2
222 236 1
236 250 3
FIGURE INTERVALS
FROM ANSWER SAMPLE FROM EXPERTS
Real figure
Round
figure
Minimum value : 110 110
Valeur maxi : 249 250
STATISTIC PARAMETERS
Mode : 188,00
Médiane : 182,00
Mean : 179,52
Standard Deviation : 38,75
DELPHIC RESULTS FROM
ROUND 3RD
1
2
3
4
5
6
7
8
9
10
DELPHIC RESULTS
GS RADJOU @ MBA9 CNAM
PRIORITIZE REQUIREMENTS
• DELPHIC ESTIMATE
1 2 3 4 5 6 7 8 9 10 110
1
2
3
4
5
6
7
8
0
FA
ILU
RE
RE
DU
CT
ION
CA
SU
AL
TY
RE
DU
CT
ION
LIF
E C
ON
CE
RN
S
PROJECT FINANCE
GROUPING CHANGE ORDERS
• ADDITIONAL TO BASELINE PROJECT
• TSUNAMI WAVE DETECTOR FOR ASIA
• TOTAL PRICE: 5 MILLIONS
• CONFIGURATION : B0 FOR B1
DICTIONARY
• REVIEW OF BASELINE BUDGET
PROJECT ECONOMICFOR TSUPOLE ONLYNPVIRR
NOTES: No economic model for floating boatsas sponsors are willing to pay only for tsupole and buoys.
RETURN ON INVESTMENT
• ROI RULES• => Return on investisment can be categorized
either as return on equities or return on assets.• => In principle, these 2 returns are ratios:• they can be defined as what is spent either on
the assets or the capital structure.• => While raising funds internally is always better
(and if the trading company is willing to have better earnings) than the so called external funding (when the trading company rises money from the outset on the stock markets).
GS RADJOU MBA 9 CNAM
RETURN ON INVESTMENT
• => Drawbacks of external funding is you can loose control of your business by diluting the share amount of your capital structure.
• => Advantage of the internal raising is that it allows the business to have quick access to money.
• => The return earnings are not distributed to shareholders but managers can invest them in new assets. In return, the shareholders certainly will ask more on their returns. This means higher dividend.
RETURN ON INVESTMENT
• ROI RULES• => Return on investisment can be categorized
either as return on equities or return on assets.• => In principle, these 2 returns are ratios:• they can be defined as what is spent either on
the assets or the capital structure.• => While raising funds internally is always better
(and if the trading company is willing to have better earnings) than the so called external funding (when the trading company rises money from the outset on the stock markets).
GS RADJOU MBA 9 CNAM
EXPECTED BENEFITS• INVESTMENT DECISION • (Assumption one)
• 50 people per pole• Tsunami deaths: 150 000• Number of poles: 3000• Initial investment: US$ 7.5 millions. (US$ 6m + US $1.5m)• Pole price per people: US$ 2000• (excluding US$ 1.5m: for annex costs for Doppler detection) • Initial investment yield return: US$ 3.5 millions• Project period: 4 years• Firm cost of capital: 10%
• NPV OF THE PROJECT
• NPV = - $ 7.5m + {$ 3.5m/ (1.10)¹+ $ 3.5m/ (1.10)² + $ 3.5m/ (1.10)³+ 3.5/(1.10)4}
• NPV= US $ 4,386,000
EXPECTED BENEFITS• IRR• The cost of capital that forces the NPV to 0, equals:• 0= - $7.5m + {$ 3.75m/(1+x) + $ 3.75m/ (1+x)² + $3.75m/(1+x)³ + $3.75m/(1+x)4}• In the above equation the firm solves for x or IRR.
• TSUPOLE PROJECTS, NPV and IRRs
1
2
3
4
5
6
7
3
3
5
4
5
5
3
5
6.5
5.5
6
7.5
7
6.5
8.50%
8.75%
4.50%
9.75%
9.00%
8.75%
8.80%
PROJECT HORIZON (YEARS) NPV, $ millions IRR
EXPECTED BENEFITS
EXPECTED BENEFITS
• PROJECT IRR• When it is greater than the cost of capital
the company archieves a higher return than it is paying for its capital.
• It means that investment in the project is sensible
• When IRR is less than the cost of capital the company does not better use its capital to invest in the project.
PROJECT ECONOMICS• IRR, NPV AND DECISION RULES
INVESTMENT
NPV
NPV=0
IRR
Project Accepted
Project Rejected
Master curve NPVs andacceptance, rejection decision
PROJECT ECONOMICS
• THE COMPLETE SYSTEM• => ONE WAY TO DO IS TO CALCULATE THE
NPV FOR EACH SUB PROJECT OF THE PORTOFOLIO AND IRR
• AND SEE FROM WHICH YEAR AND THE SUB PROJECT ARE PROFITABLE AND WHICH INTEREST RATE FORCE THE NPV TO BE EQUAL TO THE IRR
• SO, 3 SUB PROJECTS IMPLIED 3 ECONOMIC SETS (YEALD RETURN, PROJECT PERIOD, COST OF CAPITAL, NPV, IRR,…)
CONTRIBUTION TO STRATEGY
SPONSOR STRATEGYCONTRIBUTION TO STRATEGY
….VERSUS SPONSOR STRATEGY
GS RADJOU @ CNAM MBA9
SPONPOR
SPONSORS STRATEGY
• STRATEGY EVALUATION FACTORS• + Training and capacity building• + Construction• + Importance of Aprons• + Good locations and design• + Contribution to reclamation of lands• + Material inalterability• + Spectrography and scanning• + Maintenance after sales• + Use of poverty-reduction support policy• + Allow greater autonomy over recruitment, material and non wages
• + Extension to transparency practice from allocation to execution• + Monitor and provide feed-back on progress and poverty alleviation• + Partnership principle and stakeholder consultation
SPONSOR’S STRATEGY• REQUIREMENTS• Better response to traditional means of detection• Reduce number of castastrophic failure • Add an additional choice in precautionary detection• Reduction of light or severe injuries• Reduction in loss of properties• Decrease of death or lethal injuries• Psychological stress reduction on present and future
generation• Analysis of cost benefits on rehabilitation, reconstruction
and environnemental destruction and dependancy.• Improve people life concerns reconnection.
CONTRIBUTION TO STRATEGY
Requirement Requirement A Requirement B Requirement C
Sponsor contribution Casualty reduction Failure reduction Concerns of life
Initial contribution D D D D factor defined
ENVIRONMENT with actors
Tsupole Construction 26 4 20 Difference between
Importance of Aprons 3 1 9 (Target - Initial)
Good location and design 20 5 5 contributions
Reclamation of lands 2 0 5
Weight (over 100) 51 10 39
mAINtenance
Material inalterabilities 45 15 5
Maintenance after sales 15 15 5
Weight (over 100) 60 30 10
Development
Poverty reduction 13 5 5
Partnership principle 13 20 5
Transparency practice 12 3 5
Monitoring and Feed-back 12 2 5
Weight (over 100) 50 30 20
technicity
Scanning technics 33 10 0
Training and Capacity building 33 35 10
Weight (over 100) 65 45 10
Total weight
Percent contribution 57 29 20
CONTRIBUTION TO STRATEGY
PROJECT DEVELOPMENT:IT IS TO ANSWER
A QUESTIONLIKE
« WHY »
PROJECT TIME MANAGEMENT
PLANNINGPROJECT
TECHNOLOGIES FOR PROJECT PLANNING
=> WORK BREAKDOWN STRUCTURE
WBS (Work breakdown structure) is a structured index of all work packages.It is a tree-shaped: relation between related boxes mean « is part of »
FLOW CHART• SUMMARY:
• TECHNOLOGY POLE AGAINST TSUNAMY
• FINISHING DELIVERABLE • INSTALLED TSUPOLE ACCEPTED
• STARTING DELIVERABLE• SIGNED APPLICATION FOR PERMIT UTILITY
BRAINSTORMINGWORK BREAKDOWN STRUCTURE
Brainstorming
• BRAINSTORMING FOR ACTIVITIES• -Install……………………………… 4• -Construct…………………• -Maintain……………………• -Finding the factory……… 1• -Call for procurement…… 1.1• -Securising the lenders….. 1.3
-Recruiting disaster people1.2• -Make a prototype project..2.3• -Conceiving ……………….. 2.1• -Design of product…………… 2.2• -Testing sample……………• -Payement;…………………..• -Finding lenders……………• -Trocking money for products• -Build a prototype………….. 2.3• -Checking Prototype…….. 5.1 • -Customisation……………• -delivering poles………… 5• -Carving the layout……… 2• -Planning th layout 2.1• -Shaping the environnement 2• -Put the pole in the sea
• BRAINSTORMING FOR DELIVERABLES• Tsupole• Maintained Tsupole prototyp model• Inspection and maintenance checks• Procurement Call procedure• Sponsor parameters• Business plan• A complete Disaster team• Prototype• Prototype drawing• Designed model • Experience at sea• Receipt• Sponsor contribution• Contract exchange• Prototype• Money earns• Visual inspection• Deployement
Trucks coming on site• Layout hole• Layout gantt• Environmental acceptance• Pole in place
The list A: ativities to carry from the initial idea to
end product.The list B:performances of the actvities are accepted (know, defined, measurable and constant.
TSUPOLE PRODUCT PROJECT AND SERVICES
WBS
FINDING A FACTORY CALL FOR PROCUREMENTS
RECRUITING DISASTER TEAMS
SECURISING THE LENDERS
MAKING A PROJECT PROTOTYPE
SHAPING THE ENVIRONMENTPLANNING
CARVING
CONCEPTUALIIZATION
DESIGNING
MANUFACTURING
INSTALLING
DELIVERING
SETTING
FIXING
PLACING
CONSTRUCTING
MAINTAINING
STUDYING DISASTER DATA COLLECTING CUSTOMIZATING
TRIGGERING PEOPLE GROUPS REGULATINGTSUNAMI COUNCIL CONSULTATION
ENGINEERING TEAM BUILDING
PEOPLE GROUPS EXECUTINGIMPLEMENTATIONS.
GS Radjou MBA9 CNAM (Work breakdown structure (WBS) resulting from the brainstorming activity)
(Brainstorming activity during project planning)
• AON
Install
Maintain
Calling for
Procu-rement
Conceiving
Recruiting Disaster people
Finding lenders
Selectinga
factory
Cons-truct
Make a Proto-type
project
Make a business
plan
Designing of model
Build a
prototype
Prototype inspection
Custo-misation
Shaping the
environ-nement
Trocking money
for products
delivering the pole
Carving the layout
•Planning• the layout
SponsorMediationBank
SPV
ALTERNATE CHARTDeliverable are skipped
PROTOTYPING PRODUCTION FLOW CHART
Procurement
SelectedSponsor
Select a contractor
ProductDelivered
Testing
Accep-tance
Visual and Mechanicinspection
Tsupoleinstalled
PermitUtility Select
A bank
Bankselected
Payment
Tsupolesample
Tradingcompany
Receipt
Customisation
CustomiSation order
transmetA business
plan
Businessplan
Tsunamy council
inspectionl
TSUPOLE ACTIVITY NETWORK
• PROJECT LIFE CYCLE
TSUPOLEPermitUtility
Call for tenders
ContractingTurnkey,
scheming
SPVConcept
TSUPOLEprototype
Functional diagnostic
End-userstrigger
TSUPOLEImplementation
PerformanceStatus
Environmental diagnostic
Tsupoletransfer
Qualityimprovement
TSUPOLEAccepted
TSUPOLEParts
TSUPOLEDesign
Administrationappraisal
Technicaladvisoring
Marketing
Financin
gE
ngineering
Assem
bly Q
uality
Adm
inistration
KICK START PHASE OF TSUPOLE PRE-PROJECT PHASE TO BE FAMILIAR WITH TSUPOLLE PROODUCT
GANTT CHART
PROJECT STARTS : 21/06/2006
ACTIVITY NAMES START N° DAY START DURATION
PERMIT UTILITY 21/06/2006 - 3
CALL FOR TENDERS 24/06/2006 3 6
DESIGNING TSUPOLE 24/06/2006 3 3
END-USER TRIGERRING 24/06/2006 3 2
SPV CONCEPT 27/06/2006 6 3
QUALITY IMPROVEMENT 21/06/2006 - 30
TSUPOLE PROTOTYPING 28/06/2006 7 7
ADMINISTRATIVE TEST 30/06/2006 9 3
TSUPOLE ASSEMBLY 06/07/2006 15 2
TRANFER 09/07/2006 18 1
ENIRONMENTAL TEST 10/07/2006 19 1
IMPLEMENTATION 10/07/2006 19 14
ADVISORING 25/07/2006 34 4
FUNCTIONAL TEST 25/07/2006 34 2
PERFORMANCE STATUS 28/07/2006 37 2
ACCEPTANCE 30/07/2006 39 1GS RADJOU MBA 9 CNAM
- 5 10 15 20 25 30 35 40
PERMIT UTILITY
CALL FOR TENDERS
DESIGNING TSUPOLE
END-USER TRIGERRING
SPV CONCEPT
QUALTY IMPROVEMENT
TSUPOLE PROTOTYPING
ADMINISTRATIVE TEST
TSUPOLE ASSEMBLY
TRANFER
ENIRONMENTAL TEST
IMPLEMENTATION
ADVISORING
FUNCTIONAL TEST
PERFORMANCE STATUS
ACCEPTANCE
GANTT CHART
GS RADJOU MBA 9 CNAM
START END
EDC STARTS
COUNTRY DIRECTORS ACTIVITY
CALL TENDER AND PROCUREMENT SPV CONCEPT
COLLECTING LAG OF ENTIRE PROJECT
THE PROJECT MANAGEMENT PLAN IS PART OF THE CONTRACT
THE CRITICAL DECISION
• SUPPLIERS
• => WHO ARE THE SUPPLERS AND WHO CAN INTEGRATE INTO THE TSUPOLE PROGRAM?
• => CERTAINLY THE JAPANESE GOUVERNEMENT AS JAPAN HAS A LONG HISTORY OF EARTHQUAKES AND TSUNAMIS AND ALSO US COMPANIES (THINK ABOUT THE PACIFIC WARNING SYSTEM)
• => ALSO BOTH COUNTRIES HAVE A LOT OF CAPITALS AND MARKET ORIENTATE.
•
ORGANIZATION IN EACH SECTORS
• PRIORITIES
Service Sector ExampleProfessional Services, Education, Legal, Medical
Notre Dame University, San Diego Zoo, Arnold Palmer Hospital
Trade (retail, wholesale) Walgreen’s, Wal-Mart, Nordstrom’s
Utilities, Transportation
Pacific Gas & Electric, American Airlines, Santa Fe R.R., Roadway Express
CALL TENDER AND PROCUREMENT DESCRIPTION
• COLLECTING
• => Dir Marketing is in charge of the departement for the call tenders and procurement.
• Its work starts with a deliverable and finishes with a deliverable.
• => Starting deliverable: Managing Director conveyed through Phone call or face to face a Transmitted confirmation of signed Permit Utility start calling for tenders in order to find a company to produce the prototyping Tsupole.
• => The trading company is national from Sri-Lanka. It is manufacturing steel and is in financial difficulty at the moment.
• => Contributors have an interest with the company because of the steel that is produced « Sri-Lanka steel Co ». Interest resides also in the fact that it is viewed as positively in signing the agreement by willling to sustain a company that is struggling to survive.
• => Call tenders are made through a procurement advertised by the World bank on the Website and officials. Note this is on going practice and in principle we suppose that it is continious and the Dir Marketing is in charge of it.
• => Assumption is that even if there are sevral serious companies, which are suitable on the market, however for strategic reasons the choice is nearly arrested on the unofficial market Sri-lanka Steel Co was already favoured and was supported by Sri-Lanka Government.
• => Eding Deliverable:• On receipt of an emailed (that will be confirmed later on) from the Sponsors
acknowledging that the factory is willing to produce the Tsupole, the Dir Marketing will ends the call tender process.
• =>Duration Time• 3 days (effective part of the agreement) call tender).•
CALL TENDERS AND PROCUREMENT
The Management Process
Tsupole
UNDP
World Bank
0°
Sustainable developmentand availability to live safelyby reducing casualties in are as challenged by environ-mental disasters, e.g.Tsunamy.
L1 L2Lenders
Sponsor
SIWI
ContractorsEntreprises/Procurement
End-users
Users
GVT
Cpyright: GS Radjou MBA9
Fig.
3 DAYS
SPV CONCEPT
• DESCRIPTION• This process has been described by Rolland Barrois during his lecture in Project
Finance. This is the main protocole favoured by international institutions.• It consists in organising the deal between the trading company that has been elected• by the sonsor and the market call tender. This will help the trading company to a
direct link with lenders through the Worldbank in exchange of a business plan from the trading company the sponsor could introduce and garantie the trading company. The business plan is a sign of viability.
• Starting deliverable: The business plan for the Dir finance• Final deliverable is a letter warranty of lenders that the money will be paid on the
trading company bank account in exchange of the product that will be delivered to the sponsors and performing organisation. Sponsors and contributors have subsidiaries in Sri-Lanka. These are the sections that have locations on the beaches.
• Worldbank and countries government and lenders are used to work together. This stage of the financing transaction is a formalised one between actors (contractors and buyers).
• Duration time• 3 days specially if the project use telecommunication means to convey the message,
i.e Fax, email, phone calls.
THE SPV CONCEPT
TRANSACTION DESCRIPTIONProjet Finance management
SPV
Generation of cash flow
ONSHORE
CONTRACTOR
OFFSHORE
SPONSOR
LENDERS
LOCAL SUBSIDIARY OF SPONSOR
SPONSOR TRADING COMPANY
Product delivered by contractors
Equipments and seviceprovided by local subsidiaryof sponsor
Equipment and services provided directly by sponsors
GS Radjou, MBA 9, taken from Project Finance: Rolland Barrois
3 DAYS
OTHER TYPES OF CONTRACTS• => Export: you do not want to spend to much on heavy investment abroad: tsupoles could be
made in one of the power countries: USA, etc. and then exported abroad. However this won’t be favoured by the sponsors. (see startegy matrix). This solution will not supports local labouring and the emerging trading company.
• => Counter trade: when a company helps another company to develop in another country;• => Turnkey: projects are done in a long run. Also, it is used for greenfield companies.• => Scheme: opposite to the turnkey contract: the buyer decides to acquire all resources itself.
Some emerging country would lack of skills and technologies.• => Licensing: you just buy the brand. For example, case of coca-cola..This means the product
would be produced in a modern country, or abroad without having the know - h• => Franchising: you have the business package. The franchisee will buy your trade licence,
thereafter you can do whatever you like. Especially, in emerging country there is a danger for the tsupole to be copied. Th interesting point if the Franchisor (contractor has developped a first class tsupole, because young people from emerging countries most of the time are malicious, they could copy this new technology in order to exploit their own system. But, it would be risky, to compromise with a new version or configuration that did not match the initial deliverable, instead at detriment of users’ security, health and health safety.
• => Joint venture: this is an alliance between 2 companies that shares 50% + 50% of their capital structure, however, employees are working respectively together in their initial independent company. It is like a consortium i.e. case of Eurostar. There is potential future interests in new designs if trading companies enjoy the tsupole technologye. There would be economy of scale and comparative advantages by using common platform, trading companies could lower cost in a prospective;
• => Foreign direct investment. Certainly, certainly the most expensive way to finance the tsupole from the scratch (including the factory).
SOURCE: seminar of strategy, Dr. Dorel
AVAILABILITY FOR THE PROJECT
• STANDARDS FOR AVAILABILITY• Our assumption is based on the fact that people are commited to
their work from the top of the organisation to the bottom line of staff .• We have banned smoking on the workplace accordingly with
internal company work standards.• A full working day paid is 8 hours. (we measure the work
effectivity of all our employees and a rate number is 78%).• One hour is at least 45 minutes effective work. • The working week is 5 days.• The working day is 8 hours• Break 2 hours: 1.30’ (lunch-time), 30’ (tea-break).• Working hours: Morning: 8am-11.30am, Afternoon: 1pm-3.30pm
and• 4pm-6pm • We pay the overtime: +25% of the salary base.• Company meetings are paid.
OUT OF WORK• COMPANY POLICY• Legal working year: 365 days (52 weeks)• Week-end: 2 days• Bank holidays Queens’ days: 4 days• Summer holidays: 20 days• Winter holidays: a week• Sickness:• Special events: 1-3 days.• Family events: a week
104
365
4
20
7
7
TOTAL OF WORKING DAYS : + 220 -
3
=…….
Square surface
Length of a square side = 5,0000 m
Surface = 25,0000
m²
Cube volume
Length of the square side = 5,0000 m
Volume = 125,0000 m3
SUPPORT SERVICES
Normal periodsDuring predicted tsunami times
Status Behavior Familiarity with procedures
Expectations
A - America, Japan Tsupole
Not price sensitive High Individual attention & service
B Pacific dependancies
C Indian Ocean
Not price sensitive High Better service than prefer self service
Prefer self-service
D Emerging countries low profit margin and high cots pressure
Price sensitive, card members
Medium UNDP help, card holders
E South america America
Price sensitive, accepting delays
Low Price
- Customer segmentation & Behavior - DISASTER AREAS
Fig: the customer knowledge
GS RADJOU MBA 9 CNAM
2 way entries with fees and membership card
VALIDATION
PROCESS
MEMBERSHIPCARD INVALID
MEMBERSHIPCARD VALID
QUALIFYINGFOR HELP
QUALIFYINGFOR HELP
PAYINGA FEE
SUPPORT DESK
FRONT DESK CLEARANCE
HOTLINECALL CENTRE
HELPS ACCESSTO THE
RESOURCES
SETTINGAND SOLVINGPROBLEMS
CLAIM ISCLOSED
GS RADJOU MBA 9 CNAM
Fig: Entry Process to the Tsupole Support Service
No membership card
FRONT OFFICE OPERATIONS
• => An example scenario is presented to demonstrate how a common issue tracking system would work:
• => A customer service technician receives a telephone call, email, or other communication from a customer about a problem after being redirected. Some applications provide automatic error reporting from exception handling blocks.
• => The technician verifies that the problem is real, and not just perceived. The technician will also ensure that enough information about the problem is obtained from the customer. This information generally includes the environment of the customer, when and how the issue occurs, and all other relevant circumstances.
THE SOLVING PROBLEM
• =>The technician creates the issue in the system, entering all relevant data, as provided by the customer.
• • => As work is done on that issue, the system is
updated with new data by the technician. Any attempt at fixing the problem should be noted in the issue system.
• => After the issue has been fully addressed, it is marked as resolved in the issue tracking system.
BACK END SUPPORT
• CHANGE REQUEST
• => The problem may not have been fully corrected, yet it will still be marked as resolved. The problem may be by-design, a known issue, or have a suitable work-around i.e. the change request.
Claim Process (without using Mobile Service) during predicted Tsunami time
Online Call timeTime : 24H/ 7 Days a week.
1H00 prior to a Disaster
Location : any web access
Receive the membership
number& qualification of TsupoleLocation
check-in area
MembershipCard checkAnd loggin
Tsupole Location : security check
TsunamiAlert
TsunamiTime : ~
60min. Prior to Hazard
startsLocation : Tsupole N°
Wait for operator answer
Time :After tsunami arrival
alertLocationTsupole
Tsupole location report
lost & cannot find
A boat
Receive buoys & advices15 minutes
BeforeTsunamiarrival
TS
UN
AM
IP
PR
ED
ICT
ED
T
IME
Issue a membership card
Check Identity & andAccess to support
Web portal Loggin-in machine Boarding safety boats
Log location of Tsupole desk Lost & found desk
Online check-in
Fig.Supportduring alert.
GS RADJOU MBA 9 CNAM
End-users only
TsunamiEmergency
help addressedUp to 15 minutes
Before beachEvacuation
In boarding boats
Users
TS
UN
AM
I!!!
(without using Mobile Service)
60 minutes before Tsunamy
Claim process 15’ before
SAFETY AT SEA
• STATISTICS FROM EXPERIENCE
• Statistics show that 8 people out of 10 survive if they managed to catch a floating body, e.g. wood, etc.
• Never try to move away from it!
• Wait for rescue.
TSUPOLE
IMPLEMENTATI
ON
TSUPOLE IMPLEMENTATION
WORK UNITS FOR LABOURING ATSECTION LEVELS AT LOCATION SITESTHESE WORK UNITS ARE COMPOSED OF GENERIC ACTIVITIES OR TASKS.
Main road
LANDSCAPE WHERE THE POLE IS TO BE INSTALLED
xx
SEA
SAND
SEASHOR
E
Bridge
Rock
Plan locationFor Tsupole
Mangrove
N
100m
BEACH 1
GS RADJOU MBA 9 CNAM
IMPLEMENTING A TSUPOLEEXECUTION PLAN
BREAKDOWN OF CARVING ACTIVITY INTO TASKS
• UNDERSTANDING PROTOTYPE CARVING TECHNICS
• This technic helps the team to be familiar with an underground that is not of stone at subsurface level, i.e. the sea bed rock is covered with soil like sand, mud or a mixture of both natures. Ultimately this challenge will help in future performances on other building engineering site locations.
• The weight of the stone shoe is important enough to counter balance the Mega waves. Also, Tsupole could be seated confortably on rolling stones if in equilibrium.
• Work objective is to ensure that Tsupole is stable mechanically. Its great weight(shoe) ensure 3 forces that keep it in place are:F1: retention, F2: sustantation, and F3: stabilisation. Σ Force =0
TASK STEP 1
• FIRST WORKING DAY 1rst Friday: 8am-10am: Doppler field activity studyStudy the quality of the ground and soil sample comments.10 am-14 pm: Engineering works on the sea floor:
- Quality check (doppler): estimation of the ground to be performed => doppler mapping- Boxing and clamping the working site=> preventing direct access to unexpected materials and people access- Removing sea water and soil (sand, soil, or mud) => keeping clean working area tidy.
TASK STEP 2• RESSOURCESDURATION: 2 days (2 x 8 hours)
Field study: 3 hoursEngineering work : 13 hours
COST: $200
RAW MATERIAL: Supplied by the local council (or the performing company) :
1 cement (units for shoe)1 sand 1 little stones1 steel (for shoe structure)1 water (for mixture1 wood (for boxing)
SUPERVISING BINOME1 Van driver (overall assistance). For instance in charge to remove the seawater or prepare the working area1 supervisor (in charge of the work site and work loads)
TASK STEP 3
• CARVING OPERATION• Using equipment: • => a multi-tool van:
– An excarveter digger: to remove soil– A picker: to break the stone (alternative to dynamite)– An water hoover: to suck the waterand dirts– A rotative spinner: to finish the wall and floor of the hole – A nivelling tool: ensure the holewalls are horizontal– A measuring tool: ensure the deepness of the hole– These tools also serve as control means during the digging
process
TASK STEP 4
• INSTALLING THE POLE• This cannot be done by hands. The multitool van is very
helpful as it has a crane at the back of the pilot cabin.
• (In the contingency plan there is a version of Tsupole that can be entirely built with cement and stone like a house but it would be much more massive. However, the sponsors will pay later for additional boats and equipment. But initially they want to be sure that the trading company of this emerging country is able to deliver the tsupole at effective date of contract)
END RESULT OF TSUPOLE IMPLEMENTATION
• THE BEACH AFTER 2 WEEKS
Wharf
Boat
Raft
Tsupole
Marina
GS RADJOU MBA9 @ CNAM
AQUABOGGAN
• NEW ENVIRONMENTAL FRIENDLY
BOATS
MARINA
TSUPOLE GS RADJOU @ CNAM MBA 9
TSUPOLE
PROJECT
CHANGE PROCESS
ANALYSIS IMPACTS
CHANGE REQUESTS
CHANGE REQUEST N1 REDUCED BUDGET
CHANGE REQUEST N2 EDC CHANGE
CHANGE REQUEST N3 CONFIGURATION
CHANGE REQUEST ENTERED IN THE DICTIONARY OF THE COMPANYIN ORDER TO KEEP UPDATE PROJECT. ANY CHANGES AFFECT PROJECTCYCLE LIFE AND DEPARTURE FROM BASE LINE PROJECT TIME AND MONEYMONIES GO IN AND OUT MANAGER RESERVES
PROJECT AGREEMENT
• MANDATE
COMMENTS:
Sponsors are willing to budget for such project at level of 7.5 millions for the entirely projects. This means cutting cost or using even more environmental friendly raw materials.
Baseline budget is very narrow if we have to withdraw the Management reserve. Let say 5% of total amount of review budget. Cash disponible in the bank for running the budget and excluding the risk budget is: US$ 300,000.
Items BASELINEBUDGET US$
REVIEWEDBUDGET
US$
TSUPOLES 6 millions 6 millions
BUOYS 1.5 millions 1.5 millions
BOATS 4.5 millions cancelled
RESERVE 0 300,000
TOTAL 12 millions 7.2 millions
TSUPOLE
GS RADJOU MBA 9 CNAM
CHANGE REQUEST SHEET
• Date: N°1• => Question of too many coordinator per section. • => One coordinator is enough to coordinate the work of
4 locations• => Especially when the supervisor is already having a
supervisory role.• => Reduce the number of 4 coordinators• by 4 to 1.• => Instead, transfer money allocated for this job to
management reserve or eventually when appropriate to pay wages of casual workers or any extra expenses.
GS RADJOU MBA 9 CNAM
CHANGE REQUEST N°2 DUE TOMILESTONE CONTRACT VERSUS AGENDA CONTRACT
• EFFECTIVE DATE OF CONTRACT
Delivery OF Tsupole installedEDC
time
Responsability
L
Effective Date of Contract
Payement at EDC+2, +4, +6
40 days: paid at EDC+2 DAYS
The good deal is to have a milestone payement(concept of the buyer) differsThan seller that makes an agendacontract
Early
Late
To which party does such a payement plan allocate the risk of timely and correct performance of the work
GS RADJOU MBA 9 CNAM
MITIGATIONS
MITIGATION
RISK IMPACTS
PROBLEM TODAY
• Today: problem is a risk failure
Causes
Problemeffect
FAILURE ANALYSIS (WEEK ONE)Field study activity (Doppler)
Working on the sea floor (day 1)
Starting to carve Repairing some inexpected
Prepared location
Bad doppler
pictures
The work is nasty: smell and coral is destroyed
Doppler reveals soil is not sound
No iron cable
Bad doppler pictures
One missed worker to dry
No bridge to acces
Supose to start at 8am but a crowd on the beach
Tools are not prepared.
Discovering the shore is not in good shape
The driyer is not in use
Security people absent
Council worker absent
More stupole to install
Acces to site with
equipment
Some workersTurn up at 8am
FAILURE ANALYSIS• WEEK 2• Everything went well the second week and we
could install the tsupole.• The weather was fine and no problem occured
during the first tsupole implementation.• Still, the reserve was going down. However,
sponsors and contributors were willing to pay for future development of the project
• A new source of funding could be from the tourism industries and governement subsudies
MARKING WITH MITIGATION
• EMPTY FISH BONEPeopleProcess
Equipment Supplies
Envirionnement Causes
GS RADJOU MBA 9 CNAM
RISK ASSESSMENT
• UNACCEPTABLE• • 1- Death of someone:
Death of someone:• 1.1 Drowned• 1.2 Killed• 1.3 Natural death• 2- People injured• 2.1 Verbal aggression• 2.2 Physical aggression• 2.4 Burning• 2.3 Mutilation• 2.4 Sickness• 2.4 Harrassement• 3- Loss of properties• 3.1 Equipment stolen• 3.2 Personal properties• 3- Breaking material• 3.1Collapse of construction• 4- Delay during work•
• PRIORITIZATION
• 1. Drowned• 2 Killed• 3 Natural death• 4 Collapse of construction• 5 Breaking materiel• 6- Delaying of work
• 7. Verbal aggression• 8 Physical aggression• 9 Burning• 10 Mutilation• 11 Sickness• 12 Harrassement• 13 Equipment stolen• 14 Personal properties
GS RADJOU MBA CNAM
TSUPOLE PROJECTWITH MITGATION
PRACTICAL ACTION• IDLE MITIGATION• Trialling and developing early warning systems which can be
managed by local communities and have long term sustainability as a key consideration in their design and operation.
• • Working with District Authorities and other stakeholders to promote
policy and practicewhich prioritises community approaches to Disaster Risk Reduction and targets local level institutions in the allocation of resources.
• • Operating and demonstrating community based approaches to
disaster mitigation which promote community managed and constructed mitigation infrastructure, training to increase resilience and understanding of risk, and more general awareness raising on the issues of natural disaster and risk.
GS RADJOU MBA 9 CNAM SOURCE ITDG
PROJECT CONTROL
Quality control
Time and cost management
Project
Effective availabilityOf resources
Project external interface
Source Dr. Gilles Vallet
QUALITATIVE RISKS MANAGEMENT
Risk acceptance: project baseline plan remains unchanged.Risk avoidance: project baseline is changed.
IN CASE OF TECHNICAL AND PRAGMACTIC RISK MONIESFLOW OUT THE RISK BUDGET TO THE MANAGEMENT RESERVE
SPONSORS CAN ASSURE THAT THEY WILL COVER ECONOMICALRISKS
PROJECT MANAGEMENT ORGANISATION
CONTINGENCY PLAN
• SUMMARY TSUPOLE SYSTEMS
USE OF CEMENT
TECHNOLOGY POLE TSUPOLE
WOOD TSUPOLE
CEMENT TSUPOLE
USE OF WOODOR TREES
GS RADJOU CNAM MBA9
FORGED IRON TSUPOLEUSE OF FORGED
IRON
QUALITY MANAGEMENT
© 2006 Prentice Hall, Inc. 6 – 274
TQMTQM
Encompasses entire organization, Encompasses entire organization, from supplier to customerfrom supplier to customer
Stresses a commitment by Stresses a commitment by management to have a continuing, management to have a continuing,
companywide drive toward companywide drive toward excellence in all aspects of products excellence in all aspects of products and services that are important to the and services that are important to the
customercustomer
RESOURCE MANAGEMENT
© 2006 Prentice Hall, Inc. 6 – 275
Best Practices for Resolving Best Practices for Resolving Customer ComplaintsCustomer Complaints
Make it easy for clients to complainMake it easy for clients to complain Respond quickly to complaintsRespond quickly to complaints Resolve complaints on first contactResolve complaints on first contact Use computers to manage Use computers to manage
complaintscomplaints Recruit the best for customer Recruit the best for customer
service jobsservice jobs
© 2006 Prentice Hall, Inc. 6 – 276
InspectionInspection
Many problemsMany problems Worker fatigueWorker fatigue
Measurement errorMeasurement error
Process variabilityProcess variability
Cannot inspect quality into a Cannot inspect quality into a productproduct
Robust design, empowered Robust design, empowered employees, and sound processes employees, and sound processes are better solutionsare better solutions
CONCLUSIONBUILDER PARRADOXLARGER ORGANISATION ROLES
WHAT IS A SUCCESSFULL PROJECT
• BUILDER PARADOX
QUALITY
COSTSPEED
YOU CAN HAVEONLY 2 ANGLESOF THE TRIANGLEAT THE SAME TIME,FOR INSTANCE A PRODUCT THAT IS GOOD AND QUICKIS COSTLY, ETC.
GS RAD
GS RADJOU @ CNAM, MBA 9
WHAT IS A SUCCESFUL PROJECT
In case of implementing a radar system on road. Radar project is to inforce speed limitation. The question are end users happy?
(They want express any satisfaction. Do they? This seems to limit their freedom. However they will do it and comply with the law of speed limit.
In the support phase, we do not change the product. However during the maintenance stage: we may take some steps to change it.
In a project, we baseline (freeze) this concern, but in the future. Each time we change, there is an upgrade.
Most important is to identify identify key roles.
HOW TO FIND IDEAS FOR CHALLENGING TIMES, FT WEDNESDAY JUNE 18, 2008
Luke Johnson: THE ENTREPRENEUR
• What tools does a fledgling business have to cope with challenging times?• Well, one of the greatest merits of emerging companies is that they ae flexible and
willing to try new ways of doing things: new products , new services, new ways to cut costs. That is were ideas come in : they are the raw materials of change – and the only fuel needed to generate them is imagination.
• Most of us believe ideas are random, occuring only to a priviliged few. But a wonderful little book called…The central premise is that new idea is in fact only a fresh combination of old elements, plus the ability to see new relationships between known facts…..
• New ideas offer hope and excitement, a hint of limitless possibilities, the promise of something better….. Theoritical concepts are all very well, but what every successful business needs is competent execution. Ultimately, you cannot patent an idea and protect it from duplication by a rival. You have to implement the idea; then its becomes an invention. For innovation to work, they must be carried out in a determined manner. That is easier for an owner leader than for an organisation with diffuse power. Large corporations are not well suited to creative breakthroughs in spite of all their spending on research and development. Commitees tend to resist the threats of status quo because the new often disrupts the old.
GS RADJOU @CNAM MBA9
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