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on Project, Program and Portfolio Management |
| By: | Héloïse Berkowitz (LEST - Laboratoire d'Economie et de Sociologie du Travail - AMU - Aix Marseille Université - CNRS - Centre National de la Recherche Scientifique, AMU - Aix Marseille Université); Antoine Souchaud (NEOMA - Neoma Business School, i3-CRG - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique) |
| Abstract: | Crowdlending is an investment tool that appeared in the early 2000s. This tool allows individuals and companies, via an online platform, to finance directly, in the form of remunerated loans and in a traceable way, projects which are presented to them and on which they can interact publicly. This tool therefore encourages the development of direct financing decided by a crowd of contributors who place their trust in project leaders via an extremely transparent, rapid and cheap online selection and subscription process. This chapter aims to analyze the potential of this new financing tool to induce the necessary transformation the financial system required in order to achieve the SDGs. Financing is indeed at the heart of Agenda 2030. It is also an issue that explicitly touches on two SDGs: SDG 8.3 (development of SMEs) and SDG 9.3 (access to financial services for all enterprises). Crowdfunding is indeed one of the answers identified by the August 2020 United Nations report "Citizen's Money: Harnessing digitalization to finance a sustainable future". It is now a question of truly developing this tool, which aims to put the human being and sustainable development at the heart of the lending relationship. |
| Date: | 2023 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-04072362&r=ppm |
| By: | Ebun Akinsete (ICRE8); Alice Guittard (ICRE8); Phoebe Koundouri; Lydia Papadaki |
| Abstract: | This paper captures an ongoing joint initiative which spans three EU-funded projects active within the Black Sea region, each utilising living labs to support the overall development of the Blue Economy in a sustainable manner. The Black Sea is a complex resource-rich socio-ecological ecosystem nestled within a dynamic geo-political space, thus providing both fundamental challenges and great opportunities within the Blue Economy sectors. Each of the projects adopts diverse yet complimentary focii in terms of stakeholder groups, geographic location, thematic focus and level of governance. The paper outlines the overarching methodology of Systems Innovation implemented by the initiative, before presenting each project and the activities undertaken therein. The paper concludes on the potential implications held by emerging findings, both methodological and thematic, on the sustainable development of the Blue Economy and related policy in the region. |
| Keywords: | Living Labs, Co-creation, Blue Economy, Black Sea, Systems Approaches |
| Date: | 2023–05–10 |
| URL: | http://d.repec.org/n?u=RePEc:aue:wpaper:2310&r=ppm |
| By: | AKIN, ZAFER; YAVAS, ABDULLAH |
| Abstract: | We study whether and how the experimentally elicited risk and time preferences of subjects are associated with their behavior in long-run projects. First, risk and time preferences are elicited from time-dated monetary choices to estimate a general discount and utility function at an individual level, then subjects work on a longitudinal project that requires effort in multiple periods. We find that present bias in the form of a fixed cost or variable cost (quasi-hyperbolic discounting) is not supported by monetary choices. Analyses of allocation patterns of work reveal that the estimated utility and discounting models are not compatible with the observed allocations. We find evidence of both present and future bias, although the former is more prevalent and severe, and subjects exhibit naivete in their choice reversals. Furthermore, discount rate and present bias parameters estimated based on monetary choices have predictive power on how work is allocated in the long-run project. |
| Keywords: | time preferences, quasi-hyperbolic discounting, experiment, long-run project |
| JEL: | C91 D91 |
| Date: | 2023–04–18 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:117133&r=ppm |
| By: | LEE, Eunsuk (KOREA INSTITUTE FOR INTERNATIONAL ECONOMIC POLICY (KIEP)); YOON, Hyemin (KOREA INSTITUTE FOR INTERNATIONAL ECONOMIC POLICY (KIEP)) |
| Abstract: | As the volume of Korea's official development assistance (ODA) expands, the demand for systematic management of evaluations and improvement of their usefulness is increasing. This study focuses on developing evaluation methodology for technical cooperation (TC) which is an important part of Korea’s ODA. Based on the case studies of six multilateral organizations and four bilateral development agencies, we draw lessons for Korean ODA agencies in terms of selection criteria, types, and methodological aspects of evaluation of technical cooperation and propose a four-step project management and evaluation mechanism for TC activities. |
| Keywords: | ODA; Evaluation; Technical Cooperation; Technical Assistance; Evaluation Method |
| Date: | 2023–03–31 |
| URL: | http://d.repec.org/n?u=RePEc:ris:kiepwe:2023_012&r=ppm |
| By: | Gilles Pache (CERGAM - Centre d'Études et de Recherche en Gestion d'Aix-Marseille - AMU - Aix Marseille Université - UTLN - Université de Toulon) |
| Abstract: | Among the monuments that bear the most significant witness to human genius, the great pyramid of Giza occupies a special position. In fact, both in terms of its size and its long building process, which required impressive material and human resources, the pyramid can be considered one of the world's magnificent wonders. However, we should not forget the exceptional logistics involved in bringing the building to completion. The aim of this article is to present the key elements of these logistics, particularly in terms of managing the transport chain over long distances, using both land and waterways. More broadly, logistics is one of the major facets of an organizational prowess whose exploration could be useful to shed light on certain contemporary choices relating to project management. |
| Abstract: | Parmi les monuments qui témoignent le plus significativement du génie humain, la grande pyramide de Gizeh occupe une place à part. En effet, tant par ses dimensions que par son long processus de construction, ayant nécessité d'impressionnantes ressources matérielles et humaines, la pyramide peut être considérée comme l'une des plus magnifiques merveilles de la planète. Il ne faudrait toutefois pas oublier l'exceptionnelle logistique mise en oeuvre pour que la construction puisse arriver à son terme. L'objectif de l'article est de présenter les éléments clé de cette logistique, notamment en matière de pilotage de la chaîne transport sur de longues distances, en s'appuyant à la fois sur les voies terrestre et fluviale. Plus largement, la logistique constitue l'une des facettes majeures d'une prouesse organisationnelle dont l'exploration pourrait être utile afin d'éclairer certains choix contemporains relatifs au management de projet. |
| Keywords: | Transport Antiquity, Flows, Giza great pyramid, Logistics, Project management, Transport, Antiquité, Flux, Grande pyramide de Gizeh, Logistique, Management de projet |
| Date: | 2023–04 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-04071022&r=ppm |
| By: | Nasution, Tri Rahmadani |
| Abstract: | Manajer proyek adalah orang yang bertanggung jawab untuk memastikan bahwa tim proyek menyelesaikan proyek. Manajer proyek mengembangkan rencana proyek dengan tim dan mengelola kinerja tugas proyek tim. Ini juga merupakan tanggung jawab manajer proyek untuk mengamankan penerimaan dan persetujuan kiriman dari sponsor proyek dan pemangku kepentingan. Jika ingin menjadi seorang manajer proyek harus di pikir terlebih dahulu karena tidak mudah untuk menjadi manajer proyek, kita harus bisa terlebih dahulu menguasai skill agar tidak dapat melakukan kesalahan saat wawancara. Oleh karena itu, sebelum memutuskan untuk menjadi project manager, kamu perlu menguasai ilmu dan skill yang diperlukan. Dalam hal ini Project Manager harus mengetahui caranya bekerja dalam organisasinya dan menunjukkan bahwa otoritas tidak didorong oleh judul, itu didorong oleh karakter. Seorang Project Manager harus selalu berasumsi tanggung jawab pimpinan proyek. |
| Date: | 2023–04–16 |
| URL: | http://d.repec.org/n?u=RePEc:osf:osfxxx:g23rf&r=ppm |
| By: | John Levesque (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris sciences et lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique); Cédric Dalmasso (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris sciences et lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique); Sophie Hooge (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris sciences et lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique) |
| Abstract: | The topic of Strategic Human Resource Management (SHRM)'s impact on a firm's innovativeness (or its contribution to innovation, as it is often phrased) has been an ongoing subject of academic debate for the past 2 decades, for both the HRM and the innovation management communities. Indeed, if the purpose of SHRM is to allow "the choice, alignment, and integration of an organization's HRM system so that its human capital resources most effectively contribute to strategic business objectives." (Kaufman, 2015, p.404), then it becomes quickly relevant to understand in what ways the HRM systems contribute to a firm's innovative activities. This type of questioning has produced several works on topics such as 1) how specific HRM strategies, practices or tools directly or indirectly affect a firm's capability to innovate, through its workforce, whether it be employees, managers, or professionals from other support functions; 2) whether the HRM function, characterized by its actors, themselves innovate, to provide the firm with new strategies, practices or tools; 3) how HRM professionals help the firm to respond to external innovations that disrupt its organization and threaten its core activity. It is not coincidental that the same period has been characterized by a profound shift in the context in which firms, particularly large industrial ones, have been operating. Today, the disruptive effects of exogenous breakthrough innovation are no longer an isolated or ephemeral phenomenon: digital transformation, for instance, has become a reality for most industries, creating observable impacts across all sectors of activity, as well as the functions that drive them. This context of intensive innovation, which imposes an acceleration of the pace and intensity of innovation (Christensen, Raynor & Anthony, 2003; Hatchuel et al., 2010; Midler, 2002; Phelps, 2013), implies being able to establish an ambidextrous approach to the firm's activities and steer continuous exploration activities (March, 1991) to renew "dynamic capabilities" simultaneously (Teece, 2007). This current context impacts the entire organization of firms, thereby generating important repercussions on their employees. As a result, Human Resources Departments today are faced with problems that call into question the sustainability of their operations and, by extension, of the firms they support: the actors of HRM find themselves having to deal with new challenges, such as accompanying and/or preventing the accelerated mutation of strategic skills, managing the loss or appearance of knowledge and expertise, as well as recruiting or implementing training programs in the face of unknown futures, or assessing the value of the work of exploring innovative project teams (Wright, Nyberg & Ployhart, 2018). At the SHRM level, this brings both practitioners and researchers to wonder how to ensure an alignment between the firm's goals and its available human resources if its strategies keep changing in real time and their employees' competences (sometimes even highly specialized ones) are being made less relevant by exogenous innovations. Yet, this new context is far from being the first transformative episode to challenge HRM systems and practices: on the contrary, the HR function has a rich history of evolution and diversification when it comes to its mechanisms. The present paper is built on the theory that HRM actors have long been unrecognized designer collectives, who have regularly mobilized their resources and organized creative processes to introduce new managerial solutions, in the form of innovative processes, structures and tools. To test this theory, a longitudinal qualitative study was performed, using the conceptual framework on design regimes to identify collective design phenomena within the evolution of the HRM function throughout industrial French history. The main source of historical data was obtained from Jean Fombonne's seminal work "Personnel & HRM: the affirmation of the Personnel function in [industrial] firms (France, 1830-1990" . The article starts by presenting a review of the literature on HRM contributions to a firm's innovative activities and highlight the enduring absence of a framework to describe the "design activity" expected from SHRM actors. Subsequently, the research question will be presented, and the following longitudinal study will rely on the conceptual framework of design regimes to analyze the historical evolution of the HRM function in French industrial firms. This approach will aim to confirm the hypothesis that HRM actors have historically demonstrated collective design activities that mirror those of industrial engineers, albeit in a less formal way. The core managerial implication of this work is that HRM actors, can build on this history of informal design activity to institutionalize HRM design practices and empower SHRM actors to create better dynamic alignments in intensely innovative situations. |
| Keywords: | HRM - Human resource management, Design Theory, Design Regimes, HRM History |
| Date: | 2022–04–21 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-04067851&r=ppm |
| By: | Chavalarias David (ISC-PIF - Institut des Systèmes Complexes - Paris Ile-de-France - ENS Cachan - École normale supérieure - Cachan - UP1 - Université Paris 1 Panthéon-Sorbonne - X - École polytechnique - Institut Curie [Paris] - SU - Sorbonne Université - CNRS - Centre National de la Recherche Scientifique, CAMS - Centre d'Analyse et de Mathématique sociales - EHESS - École des hautes études en sciences sociales - CNRS - Centre National de la Recherche Scientifique); Antonio A. Casilli (IP Paris - Institut Polytechnique de Paris); Alexandre Delanoë (ISC-PIF - Institut des Systèmes Complexes - Paris Ile-de-France - ENS Cachan - École normale supérieure - Cachan - UP1 - Université Paris 1 Panthéon-Sorbonne - X - École polytechnique - Institut Curie [Paris] - SU - Sorbonne Université - CNRS - Centre National de la Recherche Scientifique); Melanie Dulong de Rosnay (CIS - Centre Internet et Société - CNRS - Centre National de la Recherche Scientifique); Beatrice De Gelder (Université de Maastricht); Divina Frau-Meigs (Université Sorbonne Nouvelle); Bertrand Jouve (LISST - Laboratoire Interdisciplinaire Solidarités, Sociétés, Territoires - EHESS - École des hautes études en sciences sociales - UT2J - Université Toulouse - Jean Jaurès - UT - Université de Toulouse - ENSFEA - École Nationale Supérieure de Formation de l'Enseignement Agricole de Toulouse-Auzeville - CNRS - Centre National de la Recherche Scientifique); Diminescu Dana (IP Paris - Institut Polytechnique de Paris); Nahla Ben Amor (Institut Supérieur de Gestion Tunis, Tunisia); Anna Boros (University of Warsaw, Poland); Michela Brunori (University of Urbino); Maria Jose Brites (Lusófona University [Lisbon]); Guido Caldarelli (University of Ca’ Foscari [Venice, Italy]); Caroline Datchary (LISST - Laboratoire Interdisciplinaire Solidarités, Sociétés, Territoires - EHESS - École des hautes études en sciences sociales - UT2J - Université Toulouse - Jean Jaurès - UT - Université de Toulouse - ENSFEA - École Nationale Supérieure de Formation de l'Enseignement Agricole de Toulouse-Auzeville - CNRS - Centre National de la Recherche Scientifique); Luisa Fassi (MRC Cognition and Brain Sciences Unit, University of Cambridge); Laura Hernandez (LPTM - UMR 8089 - Laboratoire de Physique Théorique et Modélisation - CNRS - Centre National de la Recherche Scientifique - CY - CY Cergy Paris Université); Andrzej Nowak (UW - University of Warsaw); Rodríguez-Doncel Víctor (UPM - Universidad Politécnica de Madrid); Mel Slater (Institute of Neurosciences of the University of Barcelona); Mark Buchanan; Pawel Horodecki (GUT - Gdańsk University of Technology); Sirkku Kotilainen (TUT - Tampere University of Technology [Tampere]); Jean Lassègue (LIAS - IMM - Centre de Linguistique Anthropologique et Sociolinguistique - Institut Marcel Mauss - EHESS - École des hautes études en sciences sociales - CNRS - Centre National de la Recherche Scientifique); Emmanuel Lazega (Sciences Po - Sciences Po); Quentin Lobbé (ISC-PIF - Institut des Systèmes Complexes - Paris Ile-de-France - ENS Cachan - École normale supérieure - Cachan - UP1 - Université Paris 1 Panthéon-Sorbonne - X - École polytechnique - Institut Curie [Paris] - SU - Sorbonne Université - CNRS - Centre National de la Recherche Scientifique); Paul Lukowicz (German Research Center for AI); Julian Mcdougall (BU - Bournemouth University [Poole]); Darian Meacham (Maastricht University [Maastricht]); Elisa Omodei (CEU - Central European University [Budapest, Hongrie]); Amy Orben (MRC CBU - Cognition and Brain Sciences Unit - CAM - University of Cambridge [UK]); Geoffroy Patriarche (SLU - Saint Louis University); David Pearce (UPM - Universidad Politécnica de Madrid); Maria Gabriella Pediconi (University of Urbino); Savino Romani (University of Urbino); Camille Roth (CMB - Centre Marc Bloch - MEAE - Ministère de l'Europe et des Affaires étrangères - Bundesministerium für Bildung und Forschung - M.E.N.E.S.R. - Ministère de l'Education nationale, de l’Enseignement supérieur et de la Recherche - CNRS - Centre National de la Recherche Scientifique); Jerôme Sackur (LSCP - Laboratoire de sciences cognitives et psycholinguistique - DEC - Département d'Etudes Cognitives - ENS Paris - ENS-PSL - École normale supérieure - Paris - PSL - Université Paris sciences et lettres - EHESS - École des hautes études en sciences sociales - CNRS - Centre National de la Recherche Scientifique); Valérie Schafer (Uni.lu - Université du Luxembourg); Silvestri Fabrizio (University of Rome); Aureli Soria-Frisch (Neuroscience BU, Starlab Barcelona); Erika Stael Von Holstein (Re-Imagine Europa); Luca Tummolini (ICST-CNR - Institute of Cognitive Sciences and Technologies - CNR - Consiglio Nazionale delle Ricerche); Mirko Zichichi (UPM - Universidad Politécnica de Madrid); David Chavalarias (CNRS - Centre National de la Recherche Scientifique, ISC-PIF - Institut des Systèmes Complexes - Paris Ile-de-France - ENS Cachan - École normale supérieure - Cachan - UP1 - Université Paris 1 Panthéon-Sorbonne - X - École polytechnique - Institut Curie [Paris] - SU - Sorbonne Université - CNRS - Centre National de la Recherche Scientifique, CAMS - Centre d'Analyse et de Mathématique sociales - EHESS - École des hautes études en sciences sociales - CNRS - Centre National de la Recherche Scientifique) |
| Abstract: | In the 2020s, an American citizen will spend an average of 6h35 a day on social media, compared to 3h35 for television. As for social networks, which were non-existent less than 20 years ago, about 40\% of US citizens use them at least once a week as source of news and they now have an estimated 60-70% penetration rate worldwide. This means that in less than a generation, digital media have radically transformed the way we inform and socialize, and that this transformation is still ongoing as older generations are gradually replaced by digital natives. From a scientific point of view, this transformation generates many phenomena to be studied, and even "unknown unknowns" whose effects will be revealed only with time. This roadmap covers the issues, impacts and future challenges of digital media as they relate to human well-being in the broadest sense, from mental health to the health of democracies. Its objective is to initiate a new interdisciplinary research community in this field, to define a research agenda, to formulate recommendations for future digital media policy and design, and to inspire future EU calls for projects to develop innovative and transdisciplinary research on these societal challenges. The roadmap is the result of the EU-funded project DIGEING conducted by an international consortium with the help of an interdisciplinary advisory group of international experts. Its writing was based on an hybrid methodology developped at CNRS and powered by GarganText, where the advisory group acted both as catalyst and guide for a larger collaborative mapping of the state-of-the-art and identification of challenges of that emerging field. More than forty researchers from fourteen European countries have contributed to the writing of this roadmap. This roadmap is complemented by online interactive maps that can be used by researchers to situate themselves in this evolving scientific landscape and by research funding agencies to launch new calls for projects. |
| Keywords: | Digital media, well-being, online social networking sites, roadmap, socio-semantic networks, mental health, democracy |
| Date: | 2023–05–08 |
| URL: | http://d.repec.org/n?u=RePEc:hal:spmain:hal-04091733&r=ppm |