...participants in each phase. This paper presents a model of lean project management and contrasts lean and traditional approaches. Four tools or interventions are presented as illustrations of lean concepts in action. Keywords: construction management, Lean Project Delivery System (LPDS), lean project management, project management, value, waste Les projets sont des systemes de production temporaires. Lorsque ces systemes sont organise pour fournir le produit tout ` ` ´s en optimisant la valeur et en minimisant les gaspillages, on dit qu’il s’agit de projets au plus juste . La gestion de ce type de projet differe de celle des projets classiques non seulement au niveau des objectifs vise mais aussi a celui de la ` ´s ` structure des phases, des relations entre les phases et des participants a chaque phase. Cet article propose un modele de ` ` gestion de projet au plus juste et oppose les deux approches. Quatre outils ou interventions sont pre ´sente pour illustrer ´s l’application des concepts au plus juste . Mots cles : gestion de la construction, systeme de fourniture de projet au plus juste , gestion de projet au plus juste, ´ ` gestion de projet, valeur, gaspillages Introduction Thinking about...
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...CRIMINAL LAW AND PROCEDURE II • Upper court : The pleading will be done by a barrister. They may have 2 or 3 barristers. The best barrister is elected in the Queen’s Council (QC). You can have junior barristers. • The first contact with the client is taking instructions. It is done by a solicitor. If the solicitor is negligent, the client can sue the solicitor. The solicitor instructs the barrister. There is no contract between the solicitor and the barrister. In theory, the barrister cannot sue the client for his thieves, honoraria, it is just an agreement. He can strike off (radier) the solicitor. If the barrister is negligent, the solicitor can report it to the bar association. • Often, in the rest of English courts, 9/10th of the pleading is done by a solicitor. Sometimes, it is a barrister and the instructions are done by a solicitor. That is why it is difficult to translate the word solicitor into French. Sometimes, a solicitor does the work of a French “notaire”. Most of the work of a barrister is done by a French “avocat”. Introduction : • The subject matter of this book is the substantive criminal law that is the law that determines what is or what is not a crime. • It is not concerned with the reasons why certain conducts are defined as criminal. That is a matter of moral philosophy. • Criminology which defines why people commit crimes will not be studied. • Nullum crimen, nulla poena sine lege : There...
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...wastewater undertaking profile 4 3.3 Region profile 5 3.4 Performance indicators 6 4 Actors in water and wastewater services provision and production 6 5 Episodes 7 5.1 Award of lease contract to COGESE, 1989-1996 7 5.1.1 The impact of fiscal considerations prior to the award of the contracts: transfer of funds to the municipal budget and underinvestment 7 5.1.2 Inducements to award the lease contracts: corruption and fiscal considerations 8 5.1.3 Performance of the private operator and interest-seeking behaviour 9 5.2 Decision to renegotiate the water supply and sewerage lease contracts: 1995-2000 12 5.2.1 The renegotiated contracts in operation: still disadvantageous 14 5.3 Decision to remunicipalise water supply and sewerage operations: 2000 to date 17 5.3.1 Administrative court rulings: 1989-1999 17 5.3.2 Debate on and assessment of alternative options to semi-privatised contracts: 1998-2000 17 5.3.3 Assessment of alternative organisational forms of municipal undertaking 19 5.3.4 The organisational structure of the new water supply “régie” 19 5.3.5 The organisation of operations under the new régie REG 21 5.3.6 The economics of operations under the new régie 21 5.4 Decision to award a wastewater treatment contract for the metropolitan region of Grenoble: 1983 to date 25 5.4.1 The options:...
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...Ecole des Hautes Etudes en Sciences Sociales Ann´e 2007 e Num´ro attribu´ par la biblioth`que e e e ———————————— Essais en Finance d’Entreprise THESE POUR LE DOCTORAT EN SCIENCES ECONOMIQUES DE L’ECOLE DES HAUTES ETUDES EN SCIENCES SOCIALES Pr´sent´e et soutenue publiquement par e e David SRAER le 29 Juin 2007 Directeur de th`se e M. Jean Tirole Directeur d’Etudes ` l’E.H.E.S.S. a JURY M. Denis Gromb, Mme. Ulrike Malmendier , M. Brunos Biais, M. Jacques Cr´mer, e Professeur, London Business School (Rapporteur) Assistant Professeur, Universit´ de Californie, Berkeley (Rapporteur) e Directeur de Recherche au C.N.R.S., Universit´ de Toulouse 1 e Directeur de Recherche au C.N.R.S., Universit´ de Toulouse 1 e Remerciements J’ai ` l’´gard de Jean Tirole un dette incommensurable : pour l’accueil chaleureux dont il m’a fait b´n´ficier ` a e e e a chacune de mes venues ` Toulouse, pour l’incroyable richesse des discussions que nous avons pu avoir tout au long a du d´veloppement de cette th`se, pour le soutien qu’il m’a toujours apport´ et pour l’extraordinaire qualit´ de ses e e e e conseils scientifiques, je luis suis infiniment gr´. e David Thesmar m’a fait d´couvrir ce qu’´tait r´ellement la recherche en ´conomie et surtout, a su m’ouvrir les e e e e yeux sur ce qu’´tait la bonne recherche en ´conomie. Sans lui, et ` de tr`s nombreux ´gards, cette th`se n’existerait e e a e e e pas. Sa cr´ativit´, son enthousiasme, sa curiosit´ tout comme son amiti´ ont ´t´...
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...+ PROJECT MANAGEMENT Fundamentals + Definitions A project ? Unique A start An end Deliverables Resources Environment + Let’s drill down… OPERATIONS PROJECT PROGRAM PORTFOLIO + Key parameters SCOPE + Recipe - Skilled individuals, with an approved & supported mission. - Usage of a structured & shared methods - Usage of iterative processes to deliver expected deliverables + Challenges Fuzzy goals No shared understanding of the situation No support Irealistic state of mind (politics…) top-down without bottom up Lack of resource management Multiple changes in the direction Lack of communication No standard process + initiation Initiate some communication with the stakeholders Draft a first version of the POS (Project Objective Statement) Draft a first version of the priority matrix + Initiation Initiate some communication with the stakeholders What do we want to address ? Opportunity / threat ? What is the foreseen deadline ? What are the resources ? Where is our priority, what are our constraints ? (scope, time, resource) ? + Initiation One vision: «I believe this nation should commit itself to achieving the goal, before this decade is over, of landing a man on the moon and returning him safely to the earth....$531 million in this fiscal year « May 25, 1961 POS: The USA will send a man to the moon and return him safely to the...
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...[Draw your reader in with an engaging abstract. It is typically a short summary of the document. When you’re ready to add your content, just click here and start typing.] [Draw your reader in with an engaging abstract. It is typically a short summary of the document. When you’re ready to add your content, just click here and start typing.] Aerospace MBA November 28th, 2014 Aerospace MBA November 28th, 2014 Mona Chaibi-Darouez Karima Guetarni Younes Djerrari Mona Chaibi-Darouez Karima Guetarni Younes Djerrari HRM Challenge France working environment HRM Challenge France working environment Lecturer: C BARZANTNI; R KASE; A ALEXANDROU Lecturer: C BARZANTNI; R KASE; A ALEXANDROU Contents Introduction 2 What are the HRM problems you identify 3 a) in the overall professional environment today 3 b) In this company in particular? 4 What will be, according to your perception and experience, the challenges for the future of HRM? 6 a) In general 6 b) In our company 7 Solutions to meet these HRM Challenges 10 a) Improving Performance Management 10 b) Employee Empowerment 11 c) Vocational Training 12 d) Postgraduate program design and updates 13 Conclusion 14 Executive Summary HRM is a key pillar of organization’s strategy aimed to improve overall performance and enhance work conditions. Nowadays and specially after the economic crisis, HR managers are facing several problems affecting the companies performance and thus their competitivity...
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...International marketing Introduction to Global Marketing (polycopié 1) fidéliser les clients : to build customer loyalty un ensemble de : a set of Définition d'un marché : A market is a set of actual and potential customers. Actual customer is the customer that the company already have. One product is design for one market. One product is design for a set of customers. Market are customers. The marketing process : 1 – Analysis => SWOT analysis - company strenghs & weaknesses (internal analysis) - market opportunities & threats (external analysis) 2 – Planification => setting goals => designing strategies 3 – Implementation => implementing Marketing mix strategies 4 Ps : Product, price, place, promotion 4 – Control => making sure strategies have delivered expected results Global marketing Global marketing is the coordination of marketing activities across various countries that satisfy customers needs. To go global : selling products on a worldwide basis. A) Why do firms go global ? Brand image : a set of mental representations that customers have about the brand. Survival and growth - limited growth in domestic markets eg (équivalent de exemple : exempli gracia en latin) : Nestlé - High growth potential in emerging markets emerging markets : have a fast growth eg China's growth rate around 8 %, BRICS Gaining increased competitiveness - Achieving economies...
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...International Journal of Management Reviews (2007) doi: 10.1111/j.1468-2370.2007.00215.x XXXX utilitarian, ORIGINAL XXX International Publishing Management theories IJMR 2007managerial and relational Reviews of corporate social responsibility © Blackwell Journal of Ltd 2007 1460-8545 Oxford, UK ARTICLES Blackwell Publishing Ltd Utilitarian, managerial and relational theories of corporate social responsibility Davide Secchi Concepts and theories of corporate social responsibility (CSR) have been examined and classified by scholars since the mid-1970s. However, owing to the evolving meaning of CSR and the huge number of scholars who have begun to analyze the issue in recent years fresh efforts are needed to understand new developments. Since there is a great heterogeneity of theories and approaches, the task remains a very hard one, mainly because heterogeneity derives from multi-disciplinary diversity. The criterion for selection is to consider the role that theorists confer to the firm. Following this idea, three groups of theories have been discerned: (1) the utilitarian group, in which the corporation is intended as a maximizing ‘black box’ where problems of externalities and social costs emerge; (2) the managerial category, where problems of responsibility are approached from inside the firm (internal perspective); (3) relational theories, or those in which the type of relations between the firm and the environment are at the center of the analysis. The three perspectives...
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...Innovation and project development: an impossible equation? Lessons from an innovative automobile project development Franck Aggeri and Blanche Segrestin Ecole des Mines de Paris, 60 Boulevard Saint Michel, 75272 Paris cedex 06, France. Franck.Aggeri@cgs.ensmp.fr; Blanche.Segrestin@cgs.ensmp.fr Product development performance has become a key issue for car manufacturers. But innovation seeks to outperform dominant design, whereas project development targets welldefined areas (costs, lead times, quality, etc.). This article provides an analysis of the extent to which innovation is compatible with recent managerial and technical methods (project and multi-project management, co-development, simulation tools and digital mock-ups, etc.). The analysis is based on a recent development project conducted at Renault in which these various techniques were used in an attempt to achieve highly ambitious targets simultaneously in the areas of lead times, costs and innovation. During the course of the project, unexpected design problems revealed failures in co-ordination, monitoring procedures and expertise. We argue that recent project development methods can induce negative effects on collective learning processes and that these effects have managerial implications for innovative developments. 1. Introduction I n recent years, innovation has, for most firms, become a key issue in an economic context in which competition is increasingly driven by high rates of...
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...Chapter 2 An Overview of Formal Methods Tools and Techniques The goal of this chapter is to give an overview of the different approaches and tools pertaining to formal methods. We do not attempt to be exhaustive, but focus instead on the main approaches. After reading the chapter the reader will be familiar with the terminology of the area, as well as with the most important concepts and techniques. Moreover the chapter will allow the reader to contextualise and put into perspective the topics that are covered in detail in the book. Why do we need an overview of formal methods? Why not just study one rigorous method for software development? This is a very pertinent and legitimate question. The behavioural essence of software is not captured by a unique unified mathematical theory. Such a general foundation is unlikely to exist. Think for instance about the diversity of programming language paradigms and theories, and the resulting jungle of existing computer programming languages. Is there a definite paradigm (or, even, language) that makes obsolete all the other ones? Clearly not. Different languages will be chosen by different people to solve the same problem, and someone may well use different languages to solve different problems. Similarly, depending on the goals of the software designers and of the verification process, one may prefer a theory over another one, and even use more than one theory (and related formal methods techniques and tools), in the context of the development...
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...represented by the Minister of National Defence, 2007 c Sa Majest´ la Reine (en droit du Canada), telle que repr´sent´e par le ministre de la e e e D´fense nationale, 2007 e Abstract This document is the final report of an activity that took place in 2005-2006. The goal of this project was first to identify common software defects related to the use of the C and C++ programming languages. Errors and vulnerabilities created by these defects were also investigated, so that meaningful test cases could be created for the evaluation of best-ofbreed automatic verification tools. Finally, when relevant, best practices were inferred from our experiments with these tools. ´ ´ Resume Ce document est le rapport final d’un projet de recherche qui a eu lieu en 2005-2006. Le but de ce projet ´tait avant tout d’identifier les d´fauts logiciels courants li´s ` l’utilisation des e e e a langages de programmation C et C++. Les erreurs et vuln´rabilit´s cr´´es par ces d´fauts e e ee e ont aussi ´t´ ´tudi´es, de mani`re ` rendre possble la cr´ation de tests significatifs pour ee e e e a e l’´valuation des meilleurs outils de v´rification disponibles. Finalement, lorsque pertinent, e e de bonnes pratiques ont ´t´ d´duites de nos exp´rimentations avec ces outils. ee e e DRDC Valcartier TR 2006-735 i This page intentionally left...
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...6 août 2014 LOGISTIQUE ET ADMINISTRATION DU COMMERCE INTERNATIONAL François Soulet de Brugière 16 avenue de la Clairière 59650 Villeneuve d’Ascq Tél mobile : +33 (0)6.0779.0699 e-mail : fsoulet@leroymerlin.fr I. Le monde et sa diversité 21 I - A : Les perceptions du monde 21 I-A-1 / La perception de l’espace 21 I-A-2 / La perception du temps 22 I-A-3 / La perception de l'argent 23 I-A-4 / La perception du rapport à l'autre 23 I-A-5 / Les espaces économiques mondiaux, 23 I - B : Territoire national, territoire douanier et territoire fiscal 41 I-B-1 / La France : 83 territoires et possessions à ce jour : 41 I-B-2 / Le territoire fiscal communautaire 41 I-B-3 / Les principaux opérateurs du commerce extérieur 43 II. Etre présents sur les marchés étrangers 43 II - A : Les différentes formes de distribution 43 II-A-1 / Les trois formes de distribution 43 II-A-2 / Le transfert de savoir-faire 43 II-A-3 / 7 Critères capitaux de sélection d’un fournisseur 44 II-A-4 / Les possibilités de représentation commerciale à l'étranger 44 II-A-5 / L’entreprise conjointe (Joint Venture – JV) 44 II-A-6 / Les zones franches (Free Trade Zone) 45 II-A-7 / Le dispositif français d'aide à l'export en matière commerciale 45 II-A-8 / Les entreprises françaises et l’export 52 II-A-9 / Une esquisse...
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...Quotas: From Discrimination to Democratic Legitimacy EARLY DRAFT – NOT FOR CITATION It is an established rule of U.S. constitutional law that the state cannot impose or pursue race or gender quotas.[1] In the private sector, an employer’s pursuit of numerically fixed race or gender balance is suspect under Title VII.[2] Under both bodies of antidiscrimination law, quotas are regarded as discrimination. If a civil rights initiative can be portrayed as encouraging employers to adopt quotas, its political demise is nearly certain in the United States.[3] Narrow forms of affirmative action have survived, legally and politically, only to the extent that they can be distinguished from quotas. Quotas are so widely regarded as legally, politically, and morally repugnant that they are taboo: The “q-word”[4] is rarely the subject of any serious debate, even by those who favor stronger civil rights protections for women and minorities. The related belief in the illegitimacy of ever pursuing numerically informed demographic balance – especially along lines of race or gender -- is gaining strength in the Supreme Court’s major antidiscrimination cases in the last several years.[5] It is widely accepted – even by civil rights advocates – that pursuing racial or gender balance as a goal, “for its own sake,” would be illegitimate.[6] This principle threatens the constitutionality of race-based affirmative action, which may meet its demise in Fisher v. Texas next Term. Meanwhile...
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...Review of Warehouse Receipt System and Inventory Credit Initiatives in Eastern & Southern Africa Final report commissioned by UNCTAD under the All ACP Agricultural Commodities Programme (AAACP) *The views expressed in this paper are those of the author and do not necessarily reflect the views of the United Nations September 2009 CONTENTS CONTENTS ............................................................................................................................................. i ACKNOWLEDGEMENT .....................................................................................................................iii GLOSSARY OF ABBREVIATIONS .................................................................................................. iv GLOSSARY OF ABBREVIATIONS .................................................................................................. iv SUMMARY ............................................................................................................................................ 1 Introduction ....................................................................................................................... 1 Observations on the different approaches ......................................................................... 1 Policy conclusions and recommendations ........................................................................ 3 Specific proposals .....................................................................
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...2012 Doing business in a more transparent world C O M PA R I N G R E G U L AT I O N F O R D O M E S T I C F I R M S I N 1 8 3 E C O N O M I E S © 2012 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington, DC 20433 Telephone 202-473-1000 Internet www.worldbank.org All rights reserved. 1 2 3 4 08 07 06 05 A copublication of The World Bank and the International Finance Corporation. This volume is a product of the staff of the World Bank Group. The findings, interpretations and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA; telephone: 978-750-8400; fax: 978-750-4470; Internet: www.copyright.com. All other queries on rights and licenses, including subsidiary rights, should be addressed to the Office of the Publisher, The World Bank, 1818...
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