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on Project, Program and Portfolio Management |
| By: | Yassine Talas (G-SCOP_CC - Conception collaborative - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes); Lamiae Benhayoun-Sadafiyine (TIM - Département Technologies, Information & Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School, LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School); Marie-Anne Le Dain (G-SCOP_CC - Conception collaborative - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes) |
| Abstract: | Buying firms collaborate with suppliers in New Product Development (NPD) to better leverage their resources and knowledge. Prior studies' results on IT contribution to NPD project performance are mixed, and none investigated this effect for collaborative buyer-supplier NPD projects. This study adopts a contextual functional approach to explore how the effective use of IT functionalities for the three classical IT-enabled NPD activities, namely Project and Process Management (PRM), Knowledge Management (KM), and Cooperative Work (CW), impacts NPD project success in terms of project performance but also regarding the contextual factor of collaboration quality. A series of multiple linear regressions is performed to test these effects using data from a survey with 90 firms involved in collaborative NPD projects with suppliers. As results, the effective use of all IT functionalities directly improves collaboration quality, while only KM directly affects project performance. PRM and CW contribute to this performance only indirectly through collaboration quality. Hence, this study emphasizes the importance of considering a functional approach when studying the impact of IT effective use on NPD project success, and of taking into account the project context. Additionally, it incites practitioners to build a conducive collaboration climate to benefit from using IT functionalities. |
| Date: | 2020–06–15 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-02643299&r=all |
| By: | Daniel Gurara; Kangni R Kpodar; Andrea F Presbitero; Dawit Tessema |
| Abstract: | While expanding public investment can help filling infrastructure bottlenecks, scaling up too much and too fast often leads to inefficient outcomes. This paper rationalizes this outcome looking at the association between cost inflation and public investment in a large sample of road construction projects in developing countries. Consistent with the presence of absorptive capacity constraints, our results show a non-linear U-shaped relationship between public investment and project costs. Unit costs increase once public investment is close to 10% of GDP. This threshold is lower (about 7% of GDP) in countries with low investment efficiency and, in general, the effect of investment scaling up on costs is especially strong during investment booms. |
| Keywords: | National income;Public investments;Absorptive capacity;Economic growth;Public investment programs;Public investment,Unit costs,Investment efficiency,infrastructure,WP,unit cost,quantiles,capacity constraint,public investment program |
| Date: | 2020–02–28 |
| URL: | http://d.repec.org/n?u=RePEc:imf:imfwpa:2020/048&r=all |
| By: | Sumit Goel; Wade Hann-Caruthers |
| Abstract: | We consider a problem where the principal chooses a project from a set of available projects for the agent to work on. Each project provides some profit to the principal and some payoff to the agent and these profits and payoffs are the agent's private information. The principal has a belief over these values and his problem is to find an incentive compatible mechanism without using transfers that maximizes expected profit. Importantly, we assume partial verifiability so that the agent cannot report a project to be more profitable to the principal than it actually is. In this setup, we find a neat characterization of the set of incentive compatible mechanisms. Using this characterization, we find the optimal mechanism for the principal when there are two projects. Within a subclass of incentive compatible mechanisms, we show that a single cutoff mechanism is optimal and conjecture that it is the optimal incentive compatible mechanism. |
| Date: | 2020–07 |
| URL: | http://d.repec.org/n?u=RePEc:arx:papers:2007.00907&r=all |
| By: | Timothy C Irwin; Samah Mazraani; Sandeep Saxena |
| Abstract: | This note discusses what finance ministries can do to ensure that public-private partnerships (PPPs) are used wisely. By inviting private participation in infrastructure development and service provision, PPPs can help improve public services. Yet, strong governance institutions are needed to manage risks and avoid unexpected costs from PPPs. While in the short term, PPPs may appear cheaper than traditional public investment, over time they can turn out to be more expensive and undermine fiscal sustainability, particularly when governments ignore or are unaware of their deferred costs and associated fiscal risks. To use PPPs wisely governments should (1) develop and implement clear rules for their use; (2) identify, quantify, and disclose PPP risks and expected costs; and (3) reform budget and government accounting frameworks to capture all fiscal costs comprehensively. |
| Keywords: | Fiscal risk;Fiscal sustainability;Fiscal policy;Fiscal management;Risk management;Fiscal rules;Accounting for Public-Private Partnerships (PPPs);Public services;Public-private partnership;Fiscal rules and institutions;public-private partnerships, finance ministers, fiscal costs |
| Date: | 2018–10–16 |
| URL: | http://d.repec.org/n?u=RePEc:imf:imfhtn:2018/004&r=all |
| By: | Moraga-González, José-Luis; Motchenkova, Evgenia; Nevrekar, Saish |
| Abstract: | This paper studies mergers in markets where firms invest in a portfolio of research projects of different profitability and social value. The portfolio nature of the investment problem brings about novel insights on the external effects of firms' investments. The investment of a firm in one project imposes a negative business-stealing externality on the rival firms because it lowers the probability they win the innovation contest for that project; however, the investment of a firm in one project also exerts a positive business-giving externality on the rival firms because it increases the likelihood they win the contest for the alternative project. Merging firms internalize these positive and negative externalities they impose on each other. We show that when the project that is relatively more profitable for the firms is also the more appropriable, then a merger increases consumer welfare by reducing investment in the most profitable project and increasing investment in the alternative (less profitable) project. For the case of linear demand and constant marginal costs, the portfolio effect of mergers makes them consumer welfare improving. With constant elasticity of demand and constant marginal costs, a merger increases consumer welfare if the more profitable project corresponds to the market with the higher elasticity of demand. The portfolio effect of mergers may dominate the usual market power effects of mergers. |
| Keywords: | Horizontal mergers; innovation portfolios; R&D contests |
| JEL: | L13 L22 O31 O32 |
| Date: | 2019–12 |
| URL: | http://d.repec.org/n?u=RePEc:cpr:ceprdp:14188&r=all |