nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2019‒07‒22
four papers chosen by
Arvi Kuura
Tartu Ülikool

  1. Managing the emergence of concepts in fuzzy front end: a framework of strategic performance and emerging process of innovation briefs By Sophie Hooge; Milena Chen; Dominique Laousse
  2. Cinquante ans d'ingénierie des exigences : un concept suffisamment mûr pour être revisité By Maximiliano Medina; Cédric Baudet; Pierre Bonnal
  3. A comparative analysis of the criteria for evaluating projects funded from structural funds from a risk management perspective By Ciprian Nicolae
  4. Allocation of implementing power: Evidence from World Bank projects By Silvia, Marchesi; Tania, Masi

  1. By: Sophie Hooge (CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - PSL Research University - CNRS - Centre National de la Recherche Scientifique, DTMI Chair - MINES ParisTech - École nationale supérieure des mines de Paris); Milena Chen (SNCF : Innovation & Recherche - SNCF, DTMI Chair - MINES ParisTech - École nationale supérieure des mines de Paris); Dominique Laousse (SNCF : Innovation & Recherche - SNCF, DTMI Chair - MINES ParisTech - École nationale supérieure des mines de Paris)
    Abstract: Despite the importance of new concept development (NCD) literature, the variety and evolution of concepts generated in the fuzzy front end and that lead to the concepts that will be design briefs for new product, technology and radical innovation projects is still misunderstood. In this paper, we propose to address this issue of multiplicity and coherence of emerging concept descriptions in the fuzzy front end at three levels of analysis — cognitive, managerial and strategic — in order to describe the dynamics of conceptual works. We rely on a longitudinal study (8 years) of the innovation capability management in a large established firm, SNCF, the French railroad company. Our main results are i) to give a typology of emerging concept formulations; ii) to elicit a structured process of building a "desirable unknown" for both the firm and involved individuals, that gather three dimensions: cognitive generative power, collaborative attractiveness for new organizations experimentation, and strategic positioning renewal of the firm in quickly evolving environments; and iii) to explicit specific patterns of emerging concept that can improve the performance of design briefs. We thereby contribute to guide practitioners involved in NCD work to reach their innovation goals.
    Keywords: Fuzzy front end,Radical innovation,emerging concepts,design briefs
    Date: 2019–06
  2. By: Maximiliano Medina (University of Applied Sciences of Western Switzerland); Cédric Baudet (University of Applied Sciences Western Switzerland, UJML - Université Jean Moulin - Lyon III - Université de Lyon); Pierre Bonnal (CERN [Genève], UNIGE - Université de Genève)
    Abstract: Le succès d'un projet se traduit par l'atteinte d'un objectif de coût, d'un objectif de délai et d'un objectif de performance. Sous la perspective des triples contraintes de Barnes, les outils pour maîtriser les sommets de coût et de délai sont assez clairs. La situation est on ne peut plus confuse quant à la maîtrise du troisième sommet relatif à l'objectif de performance. Pour ce faire, nous avons pris la direction de l'ingénierie des exigences pour rassembler des pratiques communément acceptées. En finalité, nous proposons un premier artefact permettant de fixer et atteindre l'objectif de performance. Cet artefact s'appuie sur un corpus d'ouvrages en ingénierie des exigences reconnus dont les composantes les plus valeureuses ont été regroupées.
    Keywords: requirements engineering,project management,solution proposal,best practices
    Date: 2019–05–23
  3. By: Ciprian Nicolae (Bucharest Academy of Economic Studies, Bucharest, Romania)
    Abstract: The evaluation of projects with non-reimbursable financing is an essential process for the efficiency of funds' use, regardless of the donor. Moreover, in the context of European Unionfunds managementand the multitude of development needs to be covered, Romania needed to establish the most efficient evaluation systems and criteria, the application of which leads to the selection of projects with better economic and social impact.This article outlines the results of a research approach that compared, fromthe perspective of the degree of subjectivity and their relevance to the selection of projects, the assessment criteria setby the managing authoritiesfor several relevant programs funded from Structural Funds 2007-2013 and 2014-2020.The research results allow answers to be definedto an important question for authorities and institutions that manage grants in Romania: Is there a link between how to approach the project evaluation process and the manifestation of risks specific to the evaluation process?Also, the results of the research allow a more detailed analysis of how anunitary risk management methodology for all non-reimbursable grants managed in Romania could be applied to the risks specific forthe project evaluation process.
    Keywords: risk, risk management, grants, projects, project evaluation
    JEL: G32 H83
    Date: 2019–05
  4. By: Silvia, Marchesi; Tania, Masi
    Abstract: In this paper we explore the factors that determine the level at which World Bank projects are implemented. In particular, focusing on the importance of informational asymmetry between levels of government, we empirically assess whether this choice is influenced by the relative importance of local information at the recipient country level. Using an AidData dataset that provides information on more than 5800 World Bank projects for the period 1995-2014, and controlling for characteristics at both country and project level, we find that transparency does influence the probability that a project is implemented locally rather than nationally. More specifically, a one standard deviation decline in transparency increases the probability that a World Bank project will be implemented locally by 3 percent.
    Keywords: World Bank projects, Implementing Agency, Transparency.
    JEL: F35 O19 D83
    Date: 2019–01

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