Technology pole against tsunamis

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At time a time of recurrent disaster and tsunamies.
When South east Asia tsunamy Dec 26,2004 stroke, the world was awaken and found our world less safe. Hyogo framework of disaster and risk reductions took all its importance.
It is a project against tsunamies, I developped during my MBA studies at International Institute of Management IIM MBA CNAM under supervision of Professor Gilles Vallet, head of Project Management at CNAM.
It is a technology pole against tsunamies similar to these poles that you can see in Football stadiums in modern cities to put light on the game during evening games.

The technology pole is based on a study of car crash accidents in Swedish motorways and how the highway poles can absorb the kinetic energy of the car when leaving the road.
It prevent the violence of the stop due to the car colliding the highway pole and avoid to kill the car driver and passengers.

These absorbant property of poles were used in the project. I have replaced cars by boats or several boats and they are link to latec cable rope to the high poles. In case of unpredicted tsunamies. People would find shelter in nthese boats.
After all when you go to Disneyland park. All the aquaboggan and the water fun fairs are just about capturing the essence of the water adventure with insubmersible raft. What is working for pleasure in fun fair parks should also works in case of a disaster. One need to live a culture of sharing risk without disturbing the whole cycle of life.

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Technology pole against tsunamis

  1. 1. TSUPOLE PROJECT CASE STUDY
  2. 2. 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
  3. 3. TECHNOLOGY POLE AGAINST TSUNAMIS GS RADJOU MBA 9 CNAM PROJECT
  4. 4. PROJECT MANAGEMENT KEY- WORDS PRODUCT MANAGEMENT SCOPE MANAGEMENT PLANNING DEVELOPMENT TIME MANAGEMENT RESOURCE PLANING EXECUTION AND CONTROL RISK ENGINEERING PORTOFOLIO MANAGEMENT
  5. 5. ABOUT MY PROJECT
  6. 6. -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 two Different progess steps Goal GS RAJOU MBA 9 CNAM A DROP INTO THE FUTURES
  7. 7. PROJECT PROFILE AND PHASES • TSUPOLE PROJECT CYCLE ° Trajectory The project is running late. and budget is over running As consequences, Budget base line Is increased from Departure to end Goal is maintained °Depatures from Baseline project Over projections Rejects Gas phase: ideas Liquid phase: planning and executing Baseline budget and schedule. Solid phase: to be completed with Mitigations and uncertainties Project starts with a deliverable Project ends with a deliverable Planing and review ExecutionPre-project GS RADJOU MBA 9 CNAM
  8. 8. 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
  9. 9. PROJECT MANAGEMENT CYCLE Product definition: Identification of 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 project baseline plan, which describes project execution baseline. Project time & cost management: development and maintenance of project baseline schedule and budget to complete. Project control: analysing causes for detected variances, and making adequate decision to conform with time, budget and quality baselines Project control also addresses preparation of support and maintenance GS RADJOU @CNAM MBA 9, - source: Lecture of Prof. Gilles Vallet
  10. 10. 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) Inegration Pole on the right Track Pole acitvities is Are shared amongst Another activity Very good Clean Popular Beach No Mud In the soil 2 workers 300 basic Workers Basic: soil with dry mud (not swanpy Dry rock, average Calculation: days X weight Everything In the soil to be success full Work On week-end Unknown ? Very good Not reconduct Old soil with mud. The soil to be monitored regularly. 2 workers, sood soil GS Radjou, MBA9,
  11. 11. WORK LOCATION SITES • THE LOCATION HOLE TO INSTALL THE TSUPOLE. BEFORE INSTALLING THE TSUPOLE, ONE NEEDS TO DIG A HOLE AND REMOVE THE SOIL IN ORDER TO SET-UP THE SHOE OF THE TECHNOLOGY POLE 5 m 5 m GS RADJOU @ CNAM MBA 9 5m
  12. 12. 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 19 20 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
  13. 13. 1 3 6 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 4 5 7 9 10 12 13 14 15 17 18 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, 2006 THE INTERNATIONAL COMMUNITY IS MOVING FORWARD SO THIS NEVER HAPPEN AGAIN.
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. • 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 least one fifth of what has been spent by the International communities for the relief of Tsunami sufferers Dec 26 2004 GS RADJOU @ CNAM MBA 9 ASSUMPTION
  18. 18. BEFORE THE PROJECT ITSELF… PROJECT COMMUNICATION SOURCES
  19. 19. 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 O F T H E P R O J E C T A N D S U C C E S .
  20. 20. 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 N O T M O B I L E P H O N E O W N E R .
  21. 21. 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 A N D E M E R G E N C Y T S U N A M Y E V A C U A T I O N
  22. 22. PROJECT ABSTRACT THE ANTI - TSUNAMY PREPARADNESS EMERGENCY BASED RESPONSIVENESS HAS 2 C O M P O N E N T S : => A TECHNOLOGY SIDE IN WHICH THE TSUPOLE IS PERFECTLY INTEGRATED IN THE TSUNAMY PROTECTION SYSTEM BASED S AT T E L I T E O R N AT U R A L S Y S T E M S ( M A N G R O V E S , C O R A L R E E F ) => AN EDUCATIVE SIDE: HOW TO LIVE IN A PLACE WHERE DISASTERS AND THEIR CONSEQUENCES ARE NEVER FAR AWAY.
  23. 23. 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)
  24. 24. 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.
  25. 25. 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 R O U T E S O F T U N A M I E N C O U N T E R S .
  26. 26. • 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
  27. 27. 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)
  28. 28. 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.
  29. 29. 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
  30. 30. 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 A L A R M I N G M O B I L E P H O N E C A L L .
  31. 31. PROJECT ABSTRACT • PREPARADNESS AND PROTECTION • + TSUNAMY EXPERIENCE AND EXPERIENCING TSUNAMI IS A LIFETIME EXPERIENCE FOR SUFFERERS, (WHEN AND IF)OCCURING WHICH C O N S E Q U E N C E S A R E O V E R L A S T I N G . • + 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 L I G H T I N T H E S K Y ( E N L I G H T E N I N G I T ) .
  32. 32. SOURCES
  33. 33. PROJECT MEDIA COMMUNICATION T S U P O L E : T E C H N O L O G Y P O L E A G A I N S T T S U N A M I S
  34. 34. LITTLE PHYSICS ABOUT TSUNAMY
  35. 35. TSUNAMI!!!!
  36. 36. TSUNAMI!!!!!
  37. 37. THE WEAKESS LINK • T S U N A M I W A R N I N G S Y S T E M • => 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
  38. 38. 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 . t h e o u t e r s p a c e . + 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
  39. 39. 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 s u s t a i n l i v e s f o r s u r v i v o r s .
  40. 40. TSUNAMI ALERTS ….LET US PAY ATTENTION TOGETHER….
  41. 41. RESOURCES
  42. 42. PROJECT AGREEMENT • CALL: 52 51 063 009 TO KNOW MORE ABOUT IT PROJECT AGREEMENT UNDP TSUPOLE NETWORK UNDP ensuring that Tsupoles Are supplyed to resident country Offices on behalf of contractors. www.undp.org TSUPOLE A Technology for the future In your home country? Tsupole! If you think about sustaining your Development it is time to think about it GS Radjou, MBA9, CNAM (inspired by an advert. from GDF)
  43. 43. CONSTRUCTION OF PROJECT PLAN WHAT =>PBS WHO PROJECT FLOWCHART =>WBS WHERE => ABS WHEN =>SCHEDULE HOW OBS RAM
  44. 44. 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.
  45. 45. THE PROJECT TEAM RESOURCES IN ACTION
  46. 46. PEOPLE AND ASSIGNMENT KEY STAKEHOLDERS ORGANISATION BREAKDOWN STRUCTURE (OBS) RESOURCE BREAKDOWN STRUCTURE (RBS) RESOURCE ASSIGNMENT MATRIX (RAM)
  47. 47. PEOPLE
  48. 48. 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
  49. 49. HIGHER LEVEL AND STRATEGY THE STRATEGY OF THE ORGANISATION IS HOW TO GO GLOBAL IN THE CHALLENGING ENVIRONMENT THE DIVERSITY CAN HELP MANAGERS TO BECOME GLOBAL AND FOCUS
  50. 50. ORGANISATION BREAKDOWN STRUCTURE (OBS) OBS
  51. 51. 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
  52. 52. DISASTER TEAMS IN THE WORLD • PEOPLE CHART TSUNAMIS HEADQUARTERS AFRICAN CONTINENT AMERICAN CONTINENT ASIAN CONTINENT OCEANIAN CONTINENT WORLD MAINTENANCE GEO-HAZARDS TSUPOLE PRODUCTS AND SERVICES Country office Country office Country office Country office S2 S3S3S3 S1 S1S1 S2S2 S1 S2 S3 S4 S1 S2 S3 S5 Sectionlevel 10 GEO-HAZARDS TSUPOLE ORGANISATION B1/ Business Unit n° 1 Total staff: 100 Country office: 10 staff Sectiion office/ 30 staff per section 100 STAFF 100 STAFF 100 STAFF 100 STAFF Continent offices 100 STAFF B1 B2 B3 B4 B5 Western World Eastern World GS RADJOU MBA 9 CNAM A SECTIONS IS A COUNTRY SUBSIDIARY OF SPONSORS FOR 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
  53. 53. RESOURCE BREAKDOWN STRUCTURE (RBS) RBS
  54. 54. RESOURCE BREAKDOWN STRUCTURE RBS RESOURCE 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 Country Office S1 B1 B2 B3 B4 ASIAN CONTINENT SRI-LANKA Colombo GS RADJOU MBA9 CNAM SUBSIDIARY LEVEL RBS In stand by
  55. 55. PROJECT OPERATION AND WORKPLACES Real presence on the ground is ensured by a strategic team and a working team doing the tsupole business (workplaces)
  56. 56. PEOPLE DECISION MAKING PROCESS MANAGING DIRECTOR DIRECTOR MARKETING DIRECTOR FINANCE DIRECTOR ENGINEERING DIRECTOR PRODUCTION DIRECTOR QUALITY COUNTRY OFFICEProject Managing Directors satisfy requirements of key stakeholders and Contractors satisfy contract requirement RBS PROJECT TEAM S1 B3 GS RADJOU MBA 9 CNAM
  57. 57. A TOP LEVEL ASSIGNMENT
  58. 58. COMMAND AND RESPONSIBILITY CHAIN CONTRACTING CALL TENDERS DIR MARKETING Full-time 1 p.week ENVIRONMENTAL DIAGNOSTIC DESIGN PROTOTYPE FUNCTIONAL DIAGNOSTIC IMPLEMENTATION SPV TSUPOLE PART TSUPOLE TRANSFER Milestone DIR ENGINEERING Full-time 1p.week Milestone DIR PRODUCTION Full-time 1 p.week MilestoneDIR FINANCING Full-time 1 p.week Milestone GS RADJOU MBA 9 CNAM AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS
  59. 59. COMMAND AND RESPONSIBILITY CHAIN ADMINISTRATION APPRAISAL PERMIT UTILITY TSUPOLE COMMISIONING END-USER TRIGGERING TRACKING ERRORS DIR QUALITY Full-time 1 p.week MANAGING DIRECTOR Full-time 1 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
  60. 60. 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 t e a m . Main duties woul be: + r e c r i t m e n t + c o n t r o l o f inventory and stock + ac o un t ing f or t s u p o l e + oredering parts + quality checks and error corrections + work timing and check-in/check-out + general auditing of i n t e r n a l w o r k s + meeting suppliers and use of media communication and in chare of planning and team uniforms. A l s o p l a n t h e training of staffs Visite regularly the country office to meet the managing d i r e c t o r SUPERVISION 1 supervisor: could d e p u t e r i z e i n a b s a n c e o f c o o r d i n a t o r a t sudsidiary levels. + I n c h a r g e o f discipline, work organisation in case of absence on the worklows at beach l e v e l . + r e c r u it m e n t o f c a s u a l s t a f f . O r g a n i s e t h e 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 b e a c h e s ) + m o t i v a t i o n o f w o r k l i n e s + c a n s u p p l y t o defection on worker absence and play a foreman role during P e a k h o u r s o f a c t i v i t i e s 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.
  61. 61. A DEDICATED TSUPOLE LOW LEVEL (HOLE LOCATION SYSTEM) CONCEPT AND DESIGNING PROTOTYPING AND MANUFACTURING ORDERING AND STARTING IMPLEMENTING AND INSTALLING ORDERING AND STARTING GLOBAL PICTURE OF THE TSUPOLE PROJECT START CASUALL WORKER 2 POLE WORKER 1 SHOE FOCUS ON TSUPOLE GS RADJOU @ CNAM MBA9
  62. 62. 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 The supervisor works normally at subsidiary Level and has responsibility Over 3 sites 1 Foreman to supervise team work on locations THE COORDINATOR LIASING SITES VIA SUPERVISOR AND COUNTRY OFFICE GS RADJOU MBA 9 CNAM Women workers OPEN SITE WAITING TO BE EVACUATE ACCLIMATISATION SITE
  63. 63. 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
  64. 64. PROJECT UNIT ORGANISATION EMBEDDED ORGANISATION: PROJECT MATRIX THE STRUCTURE ORGANISATIONS THAT ARE WORKING FULL TIME ON THE TSUPOLE PROJECT
  65. 65. PROPOSAL FOR NEW SCHEDULE TSUPOLE PROJECT SUBSIDIARY UNIT ACTIVITY EFFORT RESOURCE RATE SCHEDULING SEQUENCE
  66. 66. SCHEDULE CONSTRUCTION • TSUPOLE ORGANISATIONAL • STRUCTURE A B PASSIVE PHASE STANDBY TSUNAMI CELL OVERALL HAZARD TEAMS ACTIVE PHASE PERFORMING REDUCED PROJECT CYCLE OFFENSIVE AND PERMANENT MOBILITY MAXIMUM FOCUS ON TSUPOLE GEO- HAZARD ORGANISATION GS RADJOU @CNAM MBA9 OBS TRADITIONAL ORGANISATION PROJECT MANAGEMENT ORGANISATION
  67. 67. ACCEPTANCE TESTS TSUPOLE IMPLEMENTATIO N ENVIRONMENTAL TEST ADMINITRATION TSUPOLE DESIGN TECHNICAL TEST PERMIT UTILITY PROJECT MANAGEMENT TEAM LEADER WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL TSUPOLE PROJECT A SUPERVISOR TSUPOLE PROJECT C COORDINATOR TSUPOLE PROJECT B PERFORMING ORGANISATION WORKER 1, 2 CASUAL MANAGING DIRECTOR DIR PRODUCTION TSUPOLE PROJECT D DIR QUALITY DIR ENGINEERING DIR FINANCEDIR MARKETING THE EMBEDDED ORGANISATION GS RADJOU@ CNAM MBA9 Core team knows each others on a defined allocated project TOGENERALORGANISATIONMODE
  68. 68. RESOURCE BREAKDOWN • TSUPOLE PROJECT ORGANISATION TSUPOLE SYSTEM SUBSYSTEM A SUBSYSTEM B SUBSYSTEM C EBO GS RADJOU @CNAM MBA 9
  69. 69. PERFORMING ORGANISATION WORKER 1, 2 CASUAL MANAGING DIRECTOR DIR PRODUCTION TSUPOLE PROJECT D DIR QUALITY DIR ENGINEERING DIR FINANCEDIR MARKETING TEAM LEADER WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL TSUPOLE PROJECT A SUPERVISOR TSUPOLE PROJECT C COORDINATOR TSUPOLE PROJECT 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 A SUB SUBSYSTEM B SUB SUBSYSTEM C GS RADJOU@CNAM MBA9
  70. 70. ACCEPTANCE TESTS TSUPOLE IMPLEMENTATION ENVIRONMENTAL TEST ADMINITRATION TSUPOLE DESIGN TECHNICAL TEST PERMIT UTILITY PROJECT MANAGEMENT SUBSYTEM A GS RADJOU@MBA 9 CNAM 2 EXPECTED DELIVERABLES ENTRY PROCESS DELIVERABLE OUTPUT DELIVERABLE
  71. 71. SUB-SUBSYTEM C GS RADJOU@MBA 9 CNAM TEAM LEADER WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL TSUPOLE PROJECT A SUPERVISOR TSUPOLE PROJECT C COORDINATOR TSUPOLE PROJECT B
  72. 72. PERFORMING ORGANISATION WORKER 1, 2 CASUAL MANAGING DIRECTOR DIR PRODUCTION TSUPOLE PROJECT D DIR QUALITY DIR ENGINEERING DIR FINANCEDIR MARKETING SUB-SUBSYSTEM B GS RADJOU@MBA 9 CNAM INPUT DELIVERABLE PERMIT UTILITY ACCEPTED SHOE CONFORMED TTSUPOLE OUTPUT DELIVERABLE OF SUB-SUBSYSTEM B
  73. 73. BREAKDOWN OF SUBSYSTEM A • INITIAL STAGE PERMIT UTILITY MARKETING (THE PROJECT) FINANCE (SPV FINANCING) PROJECT MANAGEMENT (LIFE CYCLE) MARKET CALLING AND INSTITUTIONAL ACCEPTANCE TSUPOLE ARCHITECTURE CALL TENDER QUALITY (ERRORS TRACKING ENGINEERING (DESIGNING) GS RADJOU MBA 9 CNAM Quality errorsTracking, hammock activity TO SUB SUBSYSTEM C
  74. 74. BREAKDOWN SUBSYSTEM C DIR PRODUCTION (PROTOTYPING) RECRUITING CASUALS SHOE (SAND TREATMENT) POLE PARTS MANUFACTURING TSUPOLE ARCHITECTURE MANUFACTURING ORDER TREATED SAND TSUPOLE PARTS PREPARED HOLE ASSEMBLING PARTS (DELIVERY TO LOCATION) SHOE MAKING ACCEPTED SHOE CONFORMED TSUPOLE QUALITY ERROR TRACKING A COMPLETE CASUAL TEAM GS RADJOU @ CNAM MBA 9 INTERMEDIATE STAGE LABOURING
  75. 75. DETAILS AND TASK OF ONE OF PROCESS STEP OF SUBSYSTEM C SKETCH MAP OF SUBSIDIARY 1 AND TRAVEL ROUTES B1 B2 B3 B4 Standby location system Focus on location system B1 A B C Operational Location systems Manufacturing parts Assemblying parts Recruiting casuals Chemicals Road 1 Road 2 Road 3 Sand deposit GS RADJOU MBA 9 CNAM SUBSIDIARY To country office N Road Traffic Key
  76. 76. BREAKDOWN SUBSYSTEM B CONFORMED TSUPOLE TSUNAMI COUNCIL EXAMINING (Environmental testing) END-USERS ENJOYING PERFORMANCE STATUS TECHNICAL ADVISORING (IMPLEMENTING) TSUPOLE ENVIRONMENTAL ACCEPTANCE ADMINISTRATIVE APPROVAL INSTALLED TSUPOLE QUALITY ERROR TRACKING LAST STAGE
  77. 77. PROPOSAL FOR NEW FLOWCHART
  78. 78. PERMIT UTILITY ACCEPTANCE CALL TENDER MARKET ACTING TSUPOLE ARCHI- TECTURE SVP FINANCINGDESIGNING ERROR TRACKING PROTO TYPING ORDER DIR PRODUCTION END-USERS ENJOYING INSTALLED TSUPOLE ENVIRON MENTAL FRIENDLY ADMINIS TRATIVE LICENCE ADVISORING TEST STATUS TSUNAMI COUNCIL EXAM ASSEMBLYING PARTS CONFORMED TSUPOLE TSUPOLE PARTS LABOURING SHOE ACCEPTED TREATED SAND COMPLETE CASUAL TEAM PREPARED HOLE PROJECT MANAGEMENT CYCLE MARKETING (MANAGING PROJECT) GS RADJOU@CNAM MBA9 FLOWCHART OF TSUPOLE PROJECT HAMMOCK ACTIVITY
  79. 79. RESOURCE ASSIGNMENT MATRIX (RAM)
  80. 80. RESOURCE ASSIGNMENT MATRIX ( RAM) PEOPLE FUNCTION Man ager D Tech . Advi sor Tsunami council D Marketin g D producti on D Finan ce D Engi neeri ng Coor dinat or Super visor Forema n 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 A 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
  81. 81. 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 x H I J K L M N O P R4 R5 R5 R3 R6 R7 R1 R8 R9
  82. 82. NETWORK DIAGRAMME PROJECT
  83. 83. 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
  84. 84. 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
  85. 85. 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
  86. 86. 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
  87. 87. 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
  88. 88. Activity Start End Duration Resources delivrable effort 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 team 1 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 Conformed tsupole 1 p.d M:Green TestD11 D11 1 day R7:Tsu CouncilEnviron. friendly 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-UsersInstalled tsupole 1 p.d GS RADJOU MBA 9 CNAM PROPOSAL FOR NEW SCHEDULE
  89. 89. 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 MANAGERS 6/ WEEK SUBIDIARY 1 4 TSUPOLES/ 10 STAFF/ WEEK SUBSIDIARY 2 4 TSUPOLES/ 10 STAFF/WEEK SUBSIDIARY 3 4 TSUPOLES/ 10 STAFF/WEEK PROJECT DURATION: 2 WEEKS
  90. 90. BUDGETING FOR RESOURCES BASELINE BUDGET REVIEW (FROM TSUPOLE) IMPACT OF CURRENCY RATE (TO PORTOFOLIO)
  91. 91. RESOURCE AT SUBSIDIARY LEVEL • EAST 10 WORKERS 10 WORKERS SUBSIDIARY S1 10 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/SUBSIDIARY 10 WORKERS/SUBSIDIARY COORDINATION IS AT SUBSIDIARY LEVEL MANAGERS WORKING AT OFFICE LEVEL COORDINATOR LIAISING WITH SUBSIDIARIES GS RADJOU MBA9 CNAM
  92. 92. 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
  93. 93. RAW MATERIALS 1 STONES 1.1 0.5 MAN.WEE K IN KIND SAND 1.2 0.5 MAN. WEE K IN KIND CEMENT 1.3 0.5 MAN. WEE K IN KIND CHEMICAL 1.4 0.5 MAN. WEE K IN KIND EQUIPMENTS 2 MULTIVAN TOOLS 2.1 0.25 MAN. WEE K IN KIND LORRY 2.2 0.25 MAN. WEE K 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
  94. 94. 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
  95. 95. BASELINE BUDGET FOR TSUPOLE PROJECT TECHNOLOGY HIGH POLE (TSUPOLE) SHOE 3M POLE 3M CABLE (IN KIND) BUOYS 1.5M ASIAN SECTION TOTAL COST : $7.5MGS RADJOU GEORGES MBA9 CNAM
  96. 96. BASELINE BUDGET FOR TSUPOLE PORTOFOLIO PROJECT MANAGEMENT TECHNOLOGY HIGH POLE (TSUPOLE) SHOE $3M POLE $3M CABLE (IN KIND) BUOYS $1.5M THE SHORT DISTANCE MEGA WAVES DETECTOR $5M ASIAN SECTION $6M Total cost of portofolio :$18.5MGS RADJOU CNAM MBA9
  97. 97. BUDGETING FOR RESOURCES • CURRENCY USD ($) 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 $7.5M. WHEN BORROWING MONEY FROM EUROPEAN LENDERS WE DISCOVERED THAT OUR PROJECT ALLOW US TO COMPLETE THE TSUPOLE SYSTEM THAT WAS FUNCTIONAL; THERFORE OUR PORTOFOLIO PROJECT WAS VIABLE. WE INVESTED IN IT AND PAY OUR STAFF
  98. 98. REVIEWED PROJECT AGREEMENT MANDATE Items BASELINE BUDGET US$ REVIEWED BUDGET 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 MANAGEMENT RESERVE 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 $ AFTER EXCHANGE RATE: $ 18M +12M 1.5 M 4.5M +3M 3000 boats MANAGER RESERVE $ (Cumulative) +12M +15M 6M - 6M +9M WAVE CAPTOR 5M -5M + 4M TSU. PORTO FOLIO COST 33.5M +4M +4M EXCHANGE RATE EASE 1.19% BASELINE BUDGET
  99. 99. MANAGEMENT RESERVE USE SCENARIO ALLOCATING RESOURCES TO STAFF $4 MILLIONS
  100. 100. MANAGEMENT RESERVE USE SCENARIO ALLOCATING RESOURCES TO PAY INTEREST $4 MILLIONS
  101. 101. 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 $ $ $ $ $ $
  102. 102. 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
  103. 103. 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
  104. 104. NEW ESTIMATION FOR RESOURCES • TAKING INTO ACCOUNT THE OVERALL STRUCTURE O F T H E P R O J E C T . • O B V I O U S L Y, B U D G E T F O R E C A S T I N G • AND BASE LINE BUDGET IS OUT OF DATE AND IS REVIEWED ACCORDINGLY NEW PROPOSALS A C C O R D I N G LY TO N E W D ATA E N T R I E S . • U P L O A D I N D T H E S E C H A N G E S I N TO TH E DICTIONARY HELP TO FOLLOW AND TRACK THESE C H A N G E S . • 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 T E C H N I C A L R I S K S ) • NOTE: POLITICAL RISKS AND ECONOMICAL RISKS SHOULD BE COVERED BY SPONSORS, NORMALLY. GS RADJOU @ CNAM MBA9
  105. 105. 0 RESOURCE DICTIONARY (East country office) 1 Chair Silicon Trust (Germany) 2 Jan Porvoo 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) 9 Baudou in E-forum (Europe) 10 Nichola s 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 S Public 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 PD TOTAL 20 PD GSR mba9 Cnam 6 Managers working at country level
  106. 106. RESOURCE INVENTORY TSUPOLE PROJECT PEOPLE MATERIALS AND EQUIPMENT MANAGEMENT RESERVES
  107. 107. 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
  108. 108. PROPOSAL FOR NEW SCHEDULE
  109. 109. PERFORMING ORGANISATION WORKER 1, 2 CASUAL MANAGING DIRECTOR DIR PRODUCTION TSUPOLE PROJECT D DIR QUALITY DIR ENGINEERING DIR FINANCEDIR MARKETING TEAM LEADER WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL WORKER 1, 2 CASUAL TSUPOLE PROJECT A SUPERVISOR TSUPOLE PROJECT C COORDINATOR TSUPOLE PROJECT B ACCEPTANCE TESTS TSUPOLE IMPLEMENTATION ENVIRONMENTAL TEST ADMINITRATION TSUPOLE DESIGN TECHNICAL TEST PERMIT UTILITY PROJECT MANAGEMENT GS RADJOU@MBA 9 CNAM ACCEPTANCE PERMIT UTILITY
  110. 110. 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.
  111. 111. OWB GANT CHART • SEE ATTACHEMENT FILE
  112. 112. MICROSOFT GANTT CHART • SEE ATTACHEMENT FILE MICROSOFT PROJECT
  113. 113. THE PROJECT AGREEMENT
  114. 114. 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
  115. 115. THE TSUPOLE PROJECT AGREEMENT What is a Tsupole?
  116. 116. TECHNOLOGY POLE DELIVERABLE AND SPECIFICATIONS (Project Management) STARTING DATE: 25/04/08 (Sustainable Development Group) GS RADJOU, MBA9, CNAM LECTURER: HEAD OF PROJECT MANGEMENT DR. GILLES VALLET
  117. 117. TSUPOLE PRE-PROJECT
  118. 118. PROJECT AGREEMENT • MAND ATE 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 BASELINE BUDGET US$ REVIEWED BUDGET 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
  119. 119. PRODUCT PROJECT
  120. 120. HOW THE TSUPOLE INTEGRATE THE ACTUAL WARNING SYSTEM FOR DISASTERS AND MEET SUTAINABLE PRINCIPLE
  121. 121. SUSTAINABLE DEVELOPMENT PRINCIPLES SOCIAL ENVIRONMENTECONOMIC SUSTAINABLE VIABLE GS Radjou, MBA9 CNAM Sustainability principle Are Important sides of the project business as defined by contributors Fig. Sustainable diagram.
  122. 122. THE TSUPOLE • HOW IT LOOK LIKE 5m Metallic Pole Stone shoe Elastic cable Copyright: GS Radjou, MBA 9, CNAM 5m To boat
  123. 123. 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
  124. 124. TSUPOLE INTEGRATION IN SUSTAINABLE DEVELOPMENT TSUNAMI DETECTION AND PROTECTION SYSTEM 1- Sattelites 2- Mangroves 3- Tsupoles Planning Purchase and delivery Sattelite Mangrove Tsupole Tsunamy Warning Manoeuvring Steady states Environmental Renewal Reconstruction Information/Operation Management Destruction Warning System TSUPOLE PRODUCT DEVELOPMENT SUSTAINABILITY LIFE SAVING MANAGEMENT The new integration of the Tsunamy Pacific Warning System is sustainable development orientate GS RADJOU MBA 9 CNAM
  125. 125. 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 and warning sytem. Floating Bodies, i.e. boats, buoys.
  126. 126. TSUPOLE SYSTEM LITTLE PHYSICS
  127. 127. THE WAVE DETECTOR • TECHNOLOGY AND PRINCIPLE 1Km G Data base wave sattelite speaker engine helix doppler Laser source solar safety buoy solar panel TG: tecnology gyrocopic Key radio transmettance reception red Emergency lamp :movements of buoy reflector GS RADJOU @ CNAM MBA9 Data room
  128. 128. THE LASER BEAM • BEAM CHARACTERISTICS • UNIDIRECTIONAL • PARRALELISM • LOW DISPERSION • HIGH ENERGY TRAVEL GS RADJOU@CNAM MBA9
  129. 129. 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
  130. 130. ELEVATION MEASURES • ELEVATION H1 AND H2 (H) 10 Km G 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 Key H¹: elevation by laser beam H²: elevation by doppler Equation H= v x t LaserareaDopplerarea Coverage Means: Laser or doppler Sea level
  131. 131. 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
  132. 132. PRODUCT MANAGEMENT: IT IS TO ANSWER A QUESTION LIKE “WHAT”
  133. 133. PROJECT IDENTIFICATION PROJECT DEFINITION KEY STAKEHOLDERS LAB3 DELIVERABLE WORK BREAKDOWN STRUCTURE  PRODUCT BREAK DOWN STRUCTURE
  134. 134. 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 e n d a ng e re d b y n a t u r al di s as t e r s ( g e o - h az a rd s ) . The Tsupole is a technology pole (similar to the old highway poles however with different functions) . Tsupoles will allow community members in disaster areas t o p r o t e c t t h e i r l i v e s d u r i n g Ts u n a m i p r e d i c t e d times. This prototype project is innovative and to my knowledge a unique safety device item. It should be additional to t r a d i t i o n a l t o a t s u n a m i w a r n i n g s y t e m . For this project an attempt has been developped within the MBA9 with a list of activities; budget and time required.
  135. 135. WHAT IS A DELIVERABLE ? START END DEFINED WELL-KNOWN MESASURABLE STABLE TSUPOLE DELIVERABLE GS RADJOU @ CNAM MBA 9 IF ONE ITEM IS MISSING THIS IS NOT A PROJECT REAL OR VIRTUAL
  136. 136. A QUALIFIED DELIVERABLE IS A PROJECT….
  137. 137. 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/ 2005 Project Name: Tsupole (Lab. 3) Version N° 1 Group: GS RADJOU, MBA 9, CNAM
  138. 138. WORK BREAK DOWN STRUCTURE W.B.S.
  139. 139. ACTIVITIES POLE 1 1 1 1 SHOE 1 1 1 1 CABLE 1 1 X X 5m 0.5 0.5 0.1 ACCEPTANCE ASSEMBLY MANUFACTURING PROCUREMENT CONTRACTING PROCESS Gs RADJOU MBA 9 CNAM
  140. 140. P.B.S. PRODUCT BREAK DOWN STRUCTURE
  141. 141. TSUPOLE
  142. 142. 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
  143. 143. TSUPOLE (PBS)
  144. 144. 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
  145. 145. A COMPLETE TSUPOLE SYSTEM
  146. 146. PROJECT PORTOFOLIO MANAGEMENT TSUPOLE FLOATING BODY WAVE DETECTION
  147. 147. P.B.S. PORTOFOLIO MANAGEMENT TECHNOLOGY HIGH POLE (TSUPOLE) SHOE POLE CABLE FLOAT THE SHORT DISTANCE MEGA WAVES DETECTOR PROJECT 1 PROJECT 2 GS RADJOU MBA 9 CNAM PROJECT 3
  148. 148. 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
  149. 149. PROJECT SPECIFICATIONS GLOBAL ARCHITECTURE PERFORMANCES INTERFACES
  150. 150. GLOBAL ARCHITECTURE (Description of targeted Product and Services)
  151. 151. THE DISASTER REGION WHERE WE ARE WORKING AT THE MOMENT: LOCATION FOR THE TSUPOLES. Fig.2: Environment where the December 26th, 2004 Tsunami took place : Indian Ocean sketch map. TSUNAMI ASIA MAP
  152. 152. 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°1 Staff: Foreman 1 Worker1 Worker2 TSUNAMI REGIONAL MAP
  153. 153. TSUPOLE FOR RENOVATION AND CHANGE 5m SKY SEA Installed Tsupole Copyright GS Radjou, MBA 9 SEA STRAND BED ROCK Floating body THE ENVIRONNEMENT
  154. 154. PERFORMANCES & INTERFACES
  155. 155. 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
  156. 156. 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
  157. 157. 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
  158. 158. OPERATIONAL CONFIGURATION PLAN =>PRODUCT CONFIGURATION =>OPERATIONAL CONFIGURATIONS
  159. 159. PRODUCT CONFIGURATIONS • VARIOUS CONFIGURATIONS A B1 C Change request N°3 Tsupole Configuration B was modify for cheaper version Date N°3 (B0 to B1) B0
  160. 160. PRODUCT CONFIGURATIONS • TOWNS AND FIELDS Solar Light False Coconut tree Cables Coconut Tsupole Highway Tsupole To float 30 meters D E Stands Poles
  161. 161. 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
  162. 162. Identification of operational configurations Operation Configuration Plan
  163. 163. • OPERATION CONFIGURATION PLAN Large scale Tsunami Medium scale Tsunami 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 wave Characteristics of Tsunamis Small pole GS Radjou, from lecture (Product scope management, Dr Gilles Vallet) Configurations Wave characteristics Tsupole characteristics
  164. 164. CHANGE PROCESS Change Request Analysis Change Decision Impacts (motivations) + People casualty reductions: Injuries Loss of properties Deaths Stress for the future Stress on future generations Economical dependancy Environmental destruction Costs of reconstruction Costs of rehabilitation Tourism industry  Development standby + Reduction of risks: =>Political =>Interference =>Governance + Community Increases satisfaction in: =>Sustainability =>Self-suficiency =>Reliance =>Independance Change order A N A L Y S E “ T h e I n d i a n Ocean tsunami generated by t h e m o s t p o w e r f u l earthquake in d e c a d e s o n December 26, 2 0 0 4 . I t i s b e l i e v e d t o h a v e k i l l e d m o r e t h a n 150,000 people a n d m a d e m i l l i o n s h o m e l e s s , m a k i n g i t p e r h a p s t h e m o s t d e s t r u c t i v e t s u n a m i i n h i s t o r y ” T s u n a m i s : F a c t s Ab o u t Killer Waves”, N a t i o n a l g e o g r a p h i c news, Updated J a n u a r y 1 4 , 2 0 0 5 . From product scope management
  165. 165. SCOPE MANAGEMENT: IT IS TO ANSWER A QUESTION LIKE « HOW »
  166. 166. SCOPE PROJECT
  167. 167. STUPOLE PROJECT MANAGEMENT REQUIREMENTS, VERIFICATIONS AND VERIFICATION CRITERION
  168. 168. 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)
  169. 169. 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
  170. 170. REQUIREMENT VERIFICATION AND VERIFICATION CRITERION • REQUIREMENTS • =>R1: to reduce these casualties (due to tsunami waves. Stupole structures utilized on community funded Stupole p r o j e c t s m u s t m e e t • VR1: the resilience performance criteria when struck by T s u n a m i w a v e s i n o r d e r t o • =>R2: diminish as much as possible serious severe injury and d e a t h • 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 r e s p o n s e a t a l l .
  171. 171. 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
  172. 172. THE SETTING PROBLEM Disaster zones: sea shores and cities where tsunami can occurs and takes lives from endangered local communities (and t o u r i s t o n v a c a t i o n s , a l s o ) . => Tsupoles (with their attached safety boats) are preventive means or a precautionary measures (like life jackets w a i t i n g t o b e d r o p p e d )
  173. 173. 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
  174. 174. 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 a b s e n t ) . • 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 M e g a w a v e s a r e k i l l e r w a v e s
  175. 175. VERIFICATION CRITERION • BASED VERIFICATION CRITERION • How it impact • = On people: • = theirs needs • = effectiveness
  176. 176. 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)
  177. 177. 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
  178. 178. SOCIETAL BROADER EXPECTATION….
  179. 179. CUC MATRIX REQUIREMENTS ARE: -CLEAR -UNCLEAR -CONTROVERSIAL
  180. 180. REQUIREMENT SET 1 FAILURE REDUCTIONS OF Clear 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 X
  181. 181. REQUIREMENT SET 2 CASUALTY REDUCTIONS Clear Unclear Controversial Injuries X Loss of properties X Deaths X Psychology stress X Stress on future generations X
  182. 182. REQUIREMENT SET 3 CASUALTY REDUCTIONS FROM Clear Unclear Controversial Economical dependancy X Environmental destruction X Costs of reconstruction X Costs of rehabilitation X
  183. 183. REQUIREMENT SET 4 LIFE CONCERNS RECONNECTION IN Clear Unclear Controversial Tourism industry X Development and progress X Sustainability X Self-sufficiency X Reliance X Political Independance X
  184. 184. DELPHIC ESTIMATE PRIORITIZE REQUIREMENT IN ORDER TO MINIMIZE NUMBER OF REQUIREMENTS
  185. 185. 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 NEUTRAL ARGUMENT AT THE SECOND ROUND NEED TO BE EXPLICIT
  186. 186. 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 Roun d 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
  187. 187. PRIORITIZE REQUIREMENTS • DELPHIC ESTIMATE 1 2 3 4 5 6 7 8 9 10 110 1 2 3 4 5 6 7 8 0 FAILUREREDUCTION CASUALTYREDUCTION LIFECONCERNS
  188. 188. PROJECT FINANCE
  189. 189. GROUPING CHANGE ORDERS • ADDITIONAL TO BASELINE PROJECT • TSUNAMI WAVE DETECTOR FOR ASIA • TOTAL PRICE: 5 MILLIONS • CONFIGURATION : B0 FOR B1
  190. 190. DICTIONARY • REVIEW OF BASELINE BUDGET
  191. 191. PROJECT ECONOMIC FOR TSUPOLE ONLY NPV IRR NOTES: No economic model for floating boats as sponsors are willing to pay only for tsupole and buoys.
  192. 192. 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
  193. 193. 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.
  194. 194. 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
  195. 195. 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
  196. 196. 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
  197. 197. 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.
  198. 198. PROJECT ECONOMICS • IRR, NPV AND DECISION RULES INVESTMENT NPV NPV=0 IRR Project Accepted Project Rejected Master curve NPVs and acceptance, rejection decision
  199. 199. 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,…)
  200. 200. CONTRIBUTION TO STRATEGY SPONSOR STRATEGY CONTRIBUTION TO STRATEGY ….VERSUS SPONSOR STRATEGY
  201. 201. GS RADJOU @ CNAM MBA9 SPONPOR
  202. 202. 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
  203. 203. 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.
  204. 204. 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
  205. 205. PROJECT DEVELOPMENT: IT IS TO ANSWER A QUESTION LIKE « WHY »
  206. 206. PROJECT TIME MANAGEMENT
  207. 207. PLANNING PROJECT
  208. 208. 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 »
  209. 209. FLOW CHART • SUMMARY: • TECHNOLOGY POLE AGAINST TSUNAMY • FINISHING DELIVERABLE • INSTALLED TSUPOLE ACCEPTED • STARTING DELIVERABLE • SIGNED APPLICATION FOR PERMIT UTILITY
  210. 210. BRAINSTORMING WORK BREAKDOWN STRUCTURE
  211. 211. Brainstorming • BRAINSTORMING FOR ACTIVITIES • -Install……………………………… 4 • -Construct………………… • -Maintain…………………… • -Finding the factory……… 1 • -Call for procurement…… 1.1 • -Securising the lenders….. 1.3 -Recruiting disaster people 1.2 • -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.
  212. 212. TSUPOLE PRODUCT PROJECT AND SERVICES WBS FINDING A FACTORY CALL FOR PROCUREMENTS RECRUITING DISASTER TEAMS SECURISING THE LENDERS MAKING A PROJECT PROTOTYPE SHAPING THE ENVIRONMENT PLANNING CARVING CONCEPTUALIIZATION DESIGNING MANUFACTURING INSTALLING DELIVERING SETTING FIXING PLACING CONSTRUCTING MAINTAINING STUDYING DISASTER DATA COLLECTING CUSTOMIZATING TRIGGERING PEOPLE GROUPS REGULATING TSUNAMI COUNCIL CONSULTATION ENGINEERING TEAM BUILDING PEOPLE GROUPS EXECUTING IMPLEMENTATIONS. GS Radjou MBA9 CNAM (Work breakdown structure (WBS) resulting from the brainstorming activity)
  213. 213. (Brainstorming activity during project planning) • AON Install Maintain Calling for Procu- rement Conceiving Recruiting Disaster people Finding lenders Selecting a 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 •Plannin • the layo Sponsor MediationBank SPV ALTERNATE CHART Deliverable are skipped
  214. 214. PROTOTYPING PRODUCTION FLOW CHART Procurement Selected Sponsor Select a contractor Product Delivered Testing Accep- tance Visual and Mechanic inspection Tsupole installed Permit Utility Select A bank Bank selected Payment Tsupole sample Trading company Receipt Custo misation Customi Sation order transmet A business plan Business plan Tsunamy council inspectionl
  215. 215. TSUPOLE ACTIVITY NETWORK • PROJECT LIFE CYCLE TSUPOLE Permit Utility Call for tenders Contracting Turnkey, scheming SPV Concept TSUPOLE prototype Functional diagnostic End-users trigger TSUPOLE Implementation Performance Status Environmental diagnostic Tsupole transfer Quality improvement TSUPOLE Accepted TSUPOLE Parts TSUPOLE Design Administration appraisal Technical advisoring MarketingFinancingEngineeringAssemblyQualityAdministration KICK START PHASE OF TSUPOLE PRE-PROJECT P H A S E T O B E F A M I L I A R W I T H T S U P O L L E P R O O D U C T
  216. 216. 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 1 GS RADJOU MBA 9 CNAM
  217. 217. - 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
  218. 218. COUNTRY DIRECTORS ACTIVITY CALL TENDER AND PROCUREMENT  SPV CONCEPT
  219. 219. COLLECTING LAG OF ENTIRE PROJECT
  220. 220. THE PROJECT MANAGEMENT PLAN IS PART OF THE CONTRACT
  221. 221. 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. •
  222. 222. ORGANIZATION IN EACH SECTORS • PRIORITIES Service Sector Example Professional 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
  223. 223. 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.
  224. 224. • => 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). •
  225. 225. CALL TENDERS AND PROCUREMENT Fig. 3 DAYS
  226. 226. 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.
  227. 227. THE SPV CONCEPT TRANSACTION DESCRIPTION Projet 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 sevice provided by local subsidiary of sponsor Equipment and services provided directly by sponsors GS Radjou, MBA 9, taken from Project Finance: Rolland Barrois 3 DAYS
  228. 228. 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
  229. 229. 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.
  230. 230. 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 =…….
  231. 231. Square surface Length of a square side = 5,0000 m Surface = 25,0000 m²
  232. 232. Cube volume Length of the square side = 5,0000 m Volume = 125,0000 m3
  233. 233. SUPPORT SERVICES Normal periods During predicted tsunami times
  234. 234. 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
  235. 235. 2 way entries with fees and membership card V A L I D A T I O N P R O C E S S MEMBERSHIP CARD INVALID MEMBERSHIP CARD VALID QUALIFYING FOR HELP QUALIFYING FOR HELP PAYING A FEE SUPPORT DESK FRONT DESK CLEARANCE HOTLINE CALL CENTRE HELPS ACCESS TO THE RESOURCES SETTING AND SOLVING PROBLEMS CLAIM IS CLOSED GS RADJOU MBA 9 CNAM Fig: Entry Process to the Tsupole Support Service No membership card
  236. 236. 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.
  237. 237. 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.
  238. 238. 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.
  239. 239. Claim Process (without using Mobile Service) during predicted Tsunami time Online Call time Time : 24H/ 7 Days a week. 1H00 prior to a Disaster Location : any web access Receive the membership number& qualification of Tsupole Location check-in area Membership Card check And loggin Tsupole Location : security check Tsunami Alert Tsunami Time : ~ 60min. Prior to Hazard starts Location : Tsupole N° Wait for operator answer Time :After tsunami arrival alert Location Tsupole Tsupole location report lost & cannot find A boat Receive buoys & advices 15 minutes Before Tsunami arrival TSUNAMI PPREDICTED TIME Issue a membership card Check Identity & and Access to support Web portal Loggin-in machine Boarding safety boats Log location of Tsupole desk Lost & found desk Online check-in Fig. Support during alert. GS RADJOU MBA 9 CNAM End-users only Tsunami Emergency help addressed Up to 15 minutes Before beach Evacuation In boarding boats Users TSUNAMI!!! (without using Mobile Service) 60 minutes before Tsunamy Claim process 15’ before
  240. 240. 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.
  241. 241. TSUPOL E IMPLEM ENTATIO N TSUPOLE IMPLEMENTATION WORK UNITS FOR LABOURING AT SECTION LEVELS AT LOCATION SITES THESE WORK UNITS ARE COMPOSED OF GENERIC ACTIVITIES OR TASKS.
  242. 242. LANDSCAPE WHERE THE POLE IS TO BE INSTALLED xx SEA SAND Bridge Rock Plan location For Tsupole Mangrove N 100m BEACH 1 GS RADJOU MBA 9 CNAM
  243. 243. IMPLEMENTING A TSUPOLE EXECUTION PLAN
  244. 244. 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 o t h e r b u i l d i n g e n g i n e e r i n g s i t e l o c a t i o n s . • The weight of the stone shoe is important enough to counter balance the Mega waves. Also, Tsupole could be seated c o nf o rt a bl y o n r o ll i ng st o ne s if i n e q ui li bri um . • 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
  245. 245. TASK STEP 1 • FIRST WORKING DAY 1rst Friday: 8am-10am: Doppler field activity s t u d y Study 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.
  246. 246. TASK STEP 2 • RESSOURCES DURATION: 2 days (2 x 8 hours) Field study: 3 hours Engineering 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 stones 1 steel (for shoe structure) 1 water (for mixture 1 wood (for boxing) SUPERVISING BINOME 1 Van driver (overall assistance). For instance in charge to remove the seawater or prepare the working area 1 supervisor (in charge of the work site and work loads)
  247. 247. 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
  248. 248. 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)
  249. 249. END RESULT OF TSUPOLE IMPLEMENTATION • THE BEACH AFTER 2 WEEKS Wharf Raft Tsupole Marina GS RADJOU MBA9 @ CNAM
  250. 250. AQUABOGGAN • NEW ENVIRONMENTAL FRIENDLY BOATS MARINA TSUPOLE GS RADJOU @ CNAM MBA 9
  251. 251. TSUPOLE PROJECT
  252. 252. CHANGE PROCESS  ANALYSIS  IMPACTS
  253. 253. CHANGE REQUESTS CHANGE REQUEST N1 REDUCED BUDGET CHANGE REQUEST N2 EDC CHANGE CHANGE REQUEST N3 CONFIGURATION CHANGE REQUEST ENTERED IN THE DICTIONARY OF THE COMPANY IN ORDER TO KEEP UPDATE PROJECT. ANY CHANGES AFFECT PROJECT CYCLE LIFE AND DEPARTURE FROM BASE LINE PROJECT TIME AND MONEY MONIES GO IN AND OUT MANAGER RESERVES
  254. 254. PROJECT AGREEMENT • MAND ATE 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 BASELINE BUDGET US$ REVIEWED BUDGET 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
  255. 255. 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
  256. 256. 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 m i l e s t o n e p a y e m e n t (concept of the buyer) d i f f e r s Than seller that makes an a g e n d a c o n t r a c t 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
  257. 257. MITIGATIONS
  258. 258. MITIGATION RISK IMPACTS
  259. 259. PROBLEM TODAY • Today: problem is a risk failure Causes Problem effect
  260. 260. 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 workers Turn up at 8am
  261. 261. 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
  262. 262. MARKING WITH MITIGATION • EMPTY FISH BONE PeopleProcess Equipment Supplies Envirionnement Causes GS RADJOU MBA 9 CNAM
  263. 263. 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
  264. 264. TSUPOLE PROJECT WITH MITGATION
  265. 265. 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 a l l o c a t i o n o f r e s o u r c e s . • • 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 t h e i s s u e s o f n a t u r a l d i s a s t e r a n d r i s k . GS RADJOU MBA 9 CNAM SOURCE ITDG
  266. 266. PROJECT CONTROL
  267. 267. Quality control Time and cost management Project Effective availability Of resources Project external interface Source Dr. Gilles Vallet
  268. 268. QUALITATIVE RISKS MANAGEMENT Risk acceptance: project baseline plan remains unchanged. Risk avoidance: project baseline is changed. IN CASE OF TECHNICAL AND PRAGMACTIC RISK MONIES FLOW OUT THE RISK BUDGET TO THE MANAGEMENT RESERVE SPONSORS CAN ASSURE THAT THEY WILL COVER ECONOMICAL RISKS
  269. 269. PROJECT MANAGEMENT ORGANISATION
  270. 270. CONTINGENCY PLAN • SUMMARY TSUPOLE SYSTEMS USE OF CEMENT TECHNOLOGY POLE TSUPOLE WOOD TSUPOLE CEMENT TSUPOLE USE OF WOOD OR TREES GS RADJOU CNAM MBA9 FORGED IRON TSUPOLE USE OF FORGED IRON
  271. 271. QUALITY MANAGEMENT
  272. 272. © 2006 Prentice Hall, Inc. 6 – 274 TQM Encompasses entire organization, from supplier to customer Stresses a commitment by management to have a continuing, companywide drive toward excellence in all aspects of products and services that are important to the customer RESOURCE MANAGEMENT
  273. 273. © 2006 Prentice Hall, Inc. 6 – 275 Best Practices for Resolving Customer Complaints  Make it easy for clients to complain  Respond quickly to complaints  Resolve complaints on first contact  Use computers to manage complaints  Recruit the best for customer service jobs
  274. 274. © 2006 Prentice Hall, Inc. 6 – 276 Inspection  Many problems  Worker fatigue  Measurement error  Process variability  Cannot inspect quality into a product  Robust design, empowered employees, and sound processes are better solutions
  275. 275. CONCLUSION BUILDER PARRADOX LARGER ORGANISATION ROLES
  276. 276. WHAT IS A SUCCESSFULL PROJECT • BUILDER PARADOX QUALITY COST SPEED YOU CAN HAVE ONLY 2 ANGLES OF THE TRIANGLE AT THE SAME TIME, FOR INSTANCE A PRODUCT THAT IS GOOD AND QUICK IS COSTLY, ETC. G GS RADJOU @ CNAM, MBA 9 WHAT IS A SUCCESFUL PROJECT
  277. 277. In case of implementing a radar system on road. Radar project is to inforce speed limitation. The question are end u s e r s h a p p y ? (They want express any satisfaction. Do they? This seems to limit their freedom. However they will do it and comply with t h e l a w o f s p e e d l i m i t . In the support phase, we do not change the product. However during the maintenance stage: we may take some steps to c h a n g e i t . 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.
  278. 278. 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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