technology pole against tsunamis

TSUPOLE PROJECT CASE STUDY

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

TECHNOLOGY POLE AGAINST TSUNAMIS

GS RADJOU

MBA 9 CNAM

PROJECT

PROJECT MANAGEMENTKEY- WORDSPRODUCT MANAGEMENT SCOPE MANAGEMENT PLANNING DEVELOPMENT TIME MANAGEMENT RESOURCE PLANING EXECUTION AND CONTROL RISK ENGINEERING PORTOFOLIO MANAGEMENT

ABOUT MY PROJECT

-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 twoDifferent progess steps

Goal

GS RAJOU MBA 9 CNAM

A DROP INTO THE FUTURES

PROJECT PROFILE AND PHASES

• TSUPOLE PROJECT CYCLE

°

Project Progress time line

Trajectory

The project is running late.and budget is over running

As consequences,Budget base lineIs increased fromDeparture to end

Goal is maintained

°Depatures from Baseline project

Over projections

Rejects

Gas phase: ideas Liquid phase: planning and executingBaseline budget and schedule.

Solid phase: to be completed withMitigations and uncertainties

Project starts witha deliverable

Project ends witha deliverable

Planing and review ExecutionPre-project

GS RADJOU MBA 9 CNAM

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

PROJECT MANAGEMENT CYCLE

Product definition: Identificationof 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 projectbaseline plan, which describesproject execution baseline.

Project time & cost management: development and maintenance of project baseline schedule andbudget to complete.

Project control: analysing causes for detected variances, and makingadequate decision to conformwith time, budget and qualitybaselines

Project control also addresses preparation of support andmaintenance

GS RADJOU @CNAM MBA 9, - source: Lecture of Prof. Gilles Vallet

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)

InegrationPole on the rightTrack

Pole acitvities is Are shared amongst Another activity

Very goodClean

PopularBeach

No MudIn the soil2 workers

300 basic WorkersBasic: soil with dry mud (not swanpyDry rock, average

Calculation: days X weight

EverythingIn the soil to be success

fullWorkOn week-end

Unknown?

Very goodNot reconduct

Old soil with mud. The soil to be monitored regularly.

2 workers, sood soil

GS Radjou, MBA9,

WORK LOCATION SITES

• THE LOCATION HOLE TO INSTALL THE TSUPOLE.

BEFORE INSTALLINGTHE TSUPOLE, ONE

NEEDS TO DIG A HOLEAND REMOVE THE SOILIN ORDER TO SET-UP

THE SHOE OF THE TECHNOLOGY POLE

5 m 5 m


5m

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

1920

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

1

36 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

45 7 9

1012 13 14 15

1718

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, 2006THE INTERNATIONAL COMMUNITY IS MOVING FORWARD SO THIS NEVER HAPPEN AGAIN.

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


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.


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


• 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 leastone fifth of what has been spent bythe International communities for therelief of Tsunami sufferers Dec 26 2004


ASSUMPTION

BEFORE THE PROJECT ITSELF… PROJECT COMMUNICATION

SOURCES

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 OF THE PROJECT AND SUCCES.

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 NOT MOBILE PHONE OWNER.

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 AND EMERGENCY TSUNAMY EVACUATION

PROJECT ABSTRACT

THE ANTI-TSUNAMY PREPARADNESS EMERGENCY BASED RESPONSIVENESS HAS 2 COMPONENTS:

=> A TECHNOLOGY SIDE IN WHICH THE TSUPOLE IS PERFECTLY INTEGRATED IN THE TSUNAMY PROTECTION SYSTEM BASED SATTELITE OR NATURAL SYSTEMS (MANGROVES, CORAL REEF)

=> AN EDUCATIVE SIDE: HOW TO LIVE IN A PLACE WHERE DISASTERS AND THEIR CONSEQUENCES ARE NEVER FAR AWAY.

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)

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.

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 ROUTES OF TUNAMI ENCOUNTERS.


+ 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

PROJECT ABSTRACT


• 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)

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.

PROJECT ABSTRACT


• + 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

PROJECT ABSTRACT


• + 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 ALARMING MOBILE PHONE CALL.

PROJECT ABSTRACT


• + TSUNAMY EXPERIENCE AND EXPERIENCING TSUNAMI IS A LIFETIME EXPERIENCE FOR SUFFERERS, (WHEN AND IF)OCCURING WHICH CONSEQUENCES ARE OVERLASTING.

• + 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 LIGHT IN THE SKY (ENLIGHTENING IT).

SOURCES

PROJECT MEDIA COMMUNICATIONTSUPOLE: TECHNOLOGY POLE AGAINST TSUNAMIS

LITTLE PHYSICS ABOUT TSUNAMY

TSUNAMI!!!!

TSUNAMI!!!!!

THE WEAKESS LINK

• TSUNAMI WARNING SYSTEM• => 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

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. the outer space.

+ 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

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 sustain lives for survivors.

TSUNAMI ALERTS

….LET US PAY ATTENTION TOGETHER….

RESOURCES

PROJECT AGREEMENT

• CALL: 52 51 063 009 TO KNOW MORE ABOUT IT

PROJECT AGREEMENT

UNDPTSUPOLE NETWORK

UNDP ensuring that TsupolesAre supplyed to resident countryOffices on behalf of contractors.

www.undp.org

TSUPOLE

A Technology for the futureIn your home country? Tsupole!

If you think about sustaining yourDevelopment it is time to think about it

GS Radjou, MBA9, CNAM (inspired by an advert. from GDF)

CONSTRUCTION OF PROJECT PLAN

WHAT

=>PBS

WHOPROJECT

FLOWCHART

=>WBS

WHERE

=> ABS

WHEN

=>SCHEDULE

HOWOBSRAM

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.

THE PROJECT TEAM

RESOURCES IN ACTION

PEOPLE AND ASSIGNMENTKEY STAKEHOLDERSORGANISATION BREAKDOWN STRUCTURE (OBS)RESOURCE BREAKDOWN STRUCTURE (RBS)RESOURCE ASSIGNMENT MATRIX (RAM)

PEOPLE

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

HIGHER LEVEL AND STRATEGY

THE STRATEGY OF THE ORGANISATION IS HOW TO GO GLOBAL IN THE CHALLENGINGENVIRONMENT THE DIVERSITY CAN HELP

MANAGERS TO BECOME GLOBAL AND FOCUS

ORGANISATION BREAKDOWN STRUCTURE (OBS) OBS

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


OBS

DISASTER TEAMS IN THE WORLD• PEOPLE CHART

TSUNAMISHEADQUARTERS

AFRICANCONTINENT

AMERICANCONTINENT

ASIANCONTINENT

OCEANIANCONTINENT

WORLDMAINTENANCE

GEO-HAZARDSTSUPOLE

PRODUCTSAND SERVICES

Country office Country office Country office Country office

S2

S3S3S3

S1 S1S1

S2S2

S1

S2

S3

S4

S1

S2

S3 S5

Sec

tion

leve

l 10

GEO-HAZARDSTSUPOLE ORGANISATION

B1/ Business Unit n° 1Total staff: 100

Country office: 10 staffSectiion office/ 30 staff

per section

100 STAFF 100 STAFF 100 STAFF 100 STAFF

Continent offices

100 STAFF

B1 B2 B3 B4 B5

WesternWorld

EasternWorld


A SECTIONS IS A COUNTRYSUBSIDIARY OF SPONSORSFOR 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

RESOURCE BREAKDOWNSTRUCTURE (RBS) RBS

RESOURCE BREAKDOWN STRUCTURE

RBSRESOURCE 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

CountryOffice

S1

B1

B2

B3

B4

ASIAN CONTINENT

SRI-LANKA

Colombo

GS RADJOU MBA9 CNAM

SUBSIDIARY LEVEL

RBS

In stand by

PROJECT OPERATIONAND WORKPLACES

Real presence on the ground is ensured by a strategic team and a working team doing the tsupole business (workplaces)

PEOPLE DECISION MAKING PROCESS

MANAGINGDIRECTOR

DIRECTOR MARKETING

DIRECTORFINANCE

DIRECTOR ENGINEERING

DIRECTORPRODUCTION

DIRECTORQUALITY

COUNTRY OFFICEProject Managing Directorssatisfy requirements of key stakeholders and Contractors satisfy contract requirement

RBS

PROJECT TEAM S1 B3


A TOP LEVELASSIGNMENT

COMMAND AND RESPONSIBILITY CHAIN

CONTRACTING

CALLTENDERS

DIRMARKETING

Full-time1 p.week

ENVIRONMENTALDIAGNOSTIC

DESIGN

PROTOTYPE

FUNCTIONALDIAGNOSTIC

IMPLEMENTATION

SPV

TSUPOLEPART

TSUPOLETRANSFER

Milestone DIRENGINEERING

Full-time1p.week

Milestone

DIRPRODUCTION

Full-time1 p.week

MilestoneDIRFINANCING

Full-time1 p.week

Milestone


AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS

COMMAND AND RESPONSIBILITY CHAIN

ADMINISTRATIONAPPRAISAL

PERMITUTILITY

TSUPOLECOMMISIONING

END-USERTRIGGERING

TRACKING ERRORS

DIR QUALITY

Full-time1 p.week

MANAGINGDIRECTOR

Full-time1 p.week


LIAISING OFFICER WITH COUNTRY OFFICE GEO-HAZARD AND ASIA GEO- HAZARD HEAD OFFICE.

AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS

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 team.

Main duties woul be:

+ recritment

+ control of inventory and stock

+ acounting for tsupole

+ oredering parts

+ quality checks and error corrections

+ work timing and check-in/check-out

+ general auditing of internal works

+ meeting suppliers and use of media communication and in chare of planning and team uniforms.

Also plan the training of staffs

Visite regularly the country office to meet the managing director

SUPERVISION

1 supervisor: could deputerize in absance of coordinator at sudsidiary levels.

+In charge of discipline, work organisation in case of absence on the worklows at beach level.

+recruitment of casual staff.

Organise the 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 beaches)

+motivation of worklines

+can supply to defection on worker absence and play a foreman role during

Peak hours of activities

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.

A DEDICATED TSUPOLE LOW LEVEL(HOLE LOCATION SYSTEM)

CONCEPT AND

DESIGNING

PROTOTYPING AND

MANUFACTURING

ORDERINGAND

STARTING

IMPLEMENTINGAND

INSTALLING

ORDERINGAND

STARTING

GLOBALPICTUREOF THE

TSUPOLEPROJECT

START

END

CASUALLWORKER 2

POLE

WORKER 1SHOE

FOCUS ON

TSUPOLE

GS RADJOU @ CNAM MBA9

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

Pauline D 4

The supervisorworks normallyat subsidiaryLevel and hasresponsibilityOver 3 sites

1 Foremanto superviseteam workon locations

THE COORDINATORLIASING SITES VIA SUPERVISOR AND COUNTRYOFFICE


Womenworkers

OPEN SITE WAITING TO

BE EVACUATEACCLIMATISATION

SITE

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

PROJECT UNIT ORGANISATION

EMBEDDED ORGANISATION: PROJECT MATRIX

THE STRUCTURE ORGANISATIONS THAT ARE WORKING FULL TIME ON THE TSUPOLE PROJECT

PROPOSAL FOR NEW SCHEDULETSUPOLE PROJECT SUBSIDIARY UNIT

ACTIVITYEFFORT

RESOURCERATE

SCHEDULING SEQUENCE

SCHEDULE CONSTRUCTION

• TSUPOLE ORGANISATIONAL• STRUCTURE

A B

PASSIVE PHASESTANDBY

TSUNAMI CELL

OVERALL HAZARD TEAMS

ACTIVE PHASEPERFORMING

REDUCED PROJECT

CYCLE

OFFENSIVE AND PERMANENT

MOBILITY

MAXIMUM FOCUS

ON TSUPOLE

GEO- HAZARD ORGANISATION

GS RADJOU @CNAM MBA9

OBS

TRADITIONAL ORGANISATION

PROJECT MANAGEMENT ORGANISATION

ACCEPTANCE

TESTS TSUPOLE IMPLEMENTATIO

N

ENVIRONMENTAL TEST

ADMINITRATION

TSUPOLE DESIGN

TECHNICAL TEST

PERMIT UTILITY

PROJECT MANAGEMENT

TEAM LEADER

WORKER 1, 2 CASUAL

WORKER 1, 2CASUAL

WORKER 1, 2CASUAL

TSUPOLEPROJECT A

SUPERVISOR

TSUPOLEPROJECT C

COORDINATOR

TSUPOLEPROJECT B

PERFORMING ORGANISATION

WORKER 1, 2 CASUAL

MANAGINGDIRECTOR

DIR PRODUCTION

TSUPOLEPROJECT D

DIRQUALITY

DIR ENGINEERING

DIR FINANCEDIR MARKETING

THE EMBEDDED ORGANISATION

GS RADJOU@ CNAM MBA9

Core team knows each otherson a defined allocated project

TO

GE

NE

RA

L O

RG

AN

ISA

TIO

N M

OD

E

RESOURCE BREAKDOWN

• TSUPOLE PROJECT ORGANISATION

TSUPOLESYSTEM

SUBSYSTEM A SUBSYSTEM B SUBSYSTEM C

EBO

GS RADJOU @CNAM MBA 9


WORKER 1, 2 CASUAL

MANAGINGDIRECTOR

DIR PRODUCTION

TSUPOLEPROJECT D

DIRQUALITY

DIR ENGINEERING


TEAM LEADER

WORKER 1, 2 CASUAL

WORKER 1, 2CASUAL

WORKER 1, 2CASUAL

TSUPOLEPROJECT A

SUPERVISOR

TSUPOLEPROJECT C

COORDINATOR

TSUPOLEPROJECT 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 ASUB

SUBSYSTEM BSUB

SUBSYSTEM C

GS RADJOU@CNAM MBA9

ACCEPTANCE


ENVIRONMENTAL TEST


TECHNICAL TEST

PERMIT UTILITY

PROJECT MANAGEMENT

SUBSYTEM A

GS RADJOU@MBA 9 CNAM

2 EXPECTEDDELIVERABLES

ENTRY PROCESSDELIVERABLE

OUTPUT DELIVERABLE

SUB-SUBSYTEM C


TEAM LEADER

WORKER 1, 2 CASUAL

WORKER 1, 2CASUAL

WORKER 1, 2CASUAL

TSUPOLEPROJECT A

SUPERVISOR

TSUPOLEPROJECT C

COORDINATOR

TSUPOLEPROJECT B


WORKER 1, 2 CASUAL

MANAGINGDIRECTOR

DIR PRODUCTION

TSUPOLEPROJECT D

DIRQUALITY

DIR ENGINEERING


SUB-SUBSYSTEM B


INPUT DELIVERABLEPERMIT UTILITY

ACCEPTED SHOE CONFORMED TTSUPOLE

OUTPUT DELIVERABLE OF SUB-SUBSYSTEM B

BREAKDOWN OF SUBSYSTEM A

• INITIAL STAGE PERMIT UTILITY

MARKETING(THE PROJECT)

FINANCE(SPV FINANCING)

PROJECT MANAGEMENT(LIFE CYCLE)

MARKET CALLING AND INSTITUTIONAL

ACCEPTANCE

TSUPOLEARCHITECTURE

CALL TENDER

QUALITY(ERRORS TRACKING

ENGINEERING(DESIGNING)


Quality errorsTracking, hammock activity

TO SUB SUBSYSTEM C

BREAKDOWN SUBSYSTEM C

DIR PRODUCTION(PROTOTYPING)

RECRUITING CASUALSSHOE

(SAND TREATMENT)POLE PARTS

MANUFACTURING

TSUPOLEARCHITECTURE

MANUFACTURING ORDER

TREATEDSAND

TSUPOLEPARTS

PREPARED HOLE

ASSEMBLING PARTS(DELIVERY TO LOCATION)

SHOE MAKING

ACCEPTEDSHOE

CONFORMEDTSUPOLE

QUALITY ERRORTRACKING

A COMPLETECASUAL TEAM


INTERMEDIATE STAGE

LABOURING

DETAILS AND TASK OF ONE OF PROCESS STEP OF SUBSYSTEM C

SKETCH MAP OF SUBSIDIARY 1 AND TRAVEL ROUTES

B1

B2

B3

B4Standby

location system

Focus on location system B1

A

B

C

OperationalLocationsystems

Manufacturing parts

Assemblying parts

Recruiting casuals

Chemicals

Road 1

Road 2

Road 3

Sanddeposit

Roa

d 4


SUBSIDIARY

To country office

BEA

CH

ES

SEA

STR

AND

N

Road TrafficKey

BREAKDOWN SUBSYSTEM BCONFORMED

TSUPOLE

TSUNAMI COUNCILEXAMINING

(Environmental testing)

END-USERSENJOYING

PERFORMANCESTATUS

TECHNICAL ADVISORING

(IMPLEMENTING)

TSUPOLEENVIRONMENTAL

ACCEPTANCE

ADMINISTRATIVEAPPROVAL

INSTALLEDTSUPOLE

QUALITY ERRORTRACKING

LAST STAGE

PROPOSAL FOR NEW FLOWCHART

PERMITUTILITY

ACCEPTANCE

CALL TENDER

MARKET ACTING

TSUPOLEARCHI-

TECTURE

SVP FINANCINGDESIGNINGERROR

TRACKING

PROTOTYPINGORDER

DIR PRODUCTION

END-USERSENJOYING

INSTALLED TSUPOLE

ENVIRONMENTAL

FRIENDLY

ADMINISTRATIVELICENCE

ADVISORINGTEST

STATUS

TSUNAMI COUNCIL

EXAM

ASSEMBLYINGPARTS

SAND

TREATMENT

CONFORMEDTSUPOLE

SHOE MAKIN

G

TSUPOLE

PROTOTYPING

TSUPOLEPARTS

LABOURING

RECRUITIN

G

CASUALS

SHOEACCEPTED

TREATEDSAND

COMPLETECASUAL

TEAM

PREPAREDHOLE

PROJECT MANAGEMENT

CYCLE

MARKETING(MANAGINGPROJECT)

GS RADJOU@CNAM MBA9

FLOWCHARTOF TSUPOLE

PROJECT

HAMMOCKACTIVITY

RESOURCE ASSIGNMENT MATRIX (RAM)

RESOURCE ASSIGNMENT MATRIX ( RAM)

PEOPLE FUNCTION

Manager D

Tech. Advisor

Tsunami council

D Marketing

D production

D Finance

D Engineering

Coordinator

Supervisor

Foreman 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

GS RADJOU MBA 9A 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

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

GS RADJOU MBA9

x

H

I

J

K

L

M

N

O

P

R4

R5

R5

R3

R6

R7

R1

R8

R9

NETWORK DIAGRAMME PROJECT

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)


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


• 9 STEPS

A D G J

C F

H

I

M

N

B E

K

L O

P


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

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

Activity Start End Duration Resources delivrable eff ort

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 team1 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 Conf ormed tsupole 1 p.d

M:Green TestD11 D11 1 day R7:Tsu CouncilEnviron. f riendly 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-UsersI nstalled tsupole 1 p.d



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

MANAGERS6/ WEEK

SUBIDIARY 14 TSUPOLES/

10 STAFF/ WEEK

SUBSIDIARY 24 TSUPOLES/

10 STAFF/WEEK

SUBSIDIARY 34 TSUPOLES/

10 STAFF/WEEK

PROJECT DURATION: 2 WEEKS

BUDGETING FOR RESOURCES

BASELINE BUDGET REVIEW (FROM TSUPOLE)IMPACT OF CURRENCY RATE (TO PORTOFOLIO)

RESOURCE AT SUBSIDIARY LEVEL

• EAST

10WORKERS

10 WORKERS

SUBSIDIARY S110 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/SUBSIDIARY10 WORKERS/SUBSIDIARY

COORDINATION IS AT SUBSIDIARY

LEVEL

MANAGERS WORKING AT OFFICE LEVEL

COORDINATOR LIAISINGWITH SUBSIDIARIES

GS RADJOU MBA9 CNAM

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

RAW MATERIALS 1

STONES 1.1

0.5 MAN.WEEK IN KIND

SAND 1.2


CEMENT 1.3


CHEMICAL 1.4


EQUIPMENTS 2

MULTIVAN TOOLS 2.1


LORRY 2.2


TOOLS 2.3


SCAFFOLDER 2.4


TROLLEY 2.5 IN KIND

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

BASELINE BUDGET FOR TSUPOLE PROJECT

TECHNOLOGYHIGH POLE(TSUPOLE)

SHOE3M

POLE3M

CABLE(IN KIND)

BUOYS1.5M

ASIAN SECTION

TOTAL COST : $7.5MGS RADJOU GEORGES MBA9 CNAM

BASELINE BUDGET FOR TSUPOLE PORTOFOLIO

PROJECT MANAGEMENT


SHOE$3M

POLE$3M

CABLE(IN KIND)

BUOYS$1.5M

THE SHORT DISTANCE

MEGA WAVES DETECTOR

$5M

ASIAN SECTION

BOAT

$6M

Total cost of portofolio :$18.5MGS RADJOU CNAM MBA9

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 LENDERSWE DISCOVERED THAT OUR PROJECT ALLOW US TO COMPLETE THE TSUPOLE SYSTEM THAT WAS FUNCTIONAL; THERFOREOUR PORTOFOLIO PROJECT WAS VIABLE. WE INVESTED IN IT AND PAY OUR STAFF

REVIEWED PROJECT AGREEMENT

MANDATE

Items BASELINEBUDGET US$

REVIEWEDBUDGET

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


IMPACT OF EXCHANGE RATE ON CURRENT PROJECT VIALABILTY

IMPACTS OF MANAGEMENTRESERVE 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$

AFTEREXCHANGE

RATE: $

18M +12M

1.5 M 4.5M +3M

3000 boats

MANAGERRESERVE

$(Cumulative)

+12M

+15M

6M - 6M +9M

WAVE CAPTOR

5M -5M + 4M

TSU. PORTOFOLIO COST

33.5M +4M +4M

EXCHANGE RATE EASE 1.19% BASELINE BUDGET

MANAGEMENT RESERVE USE SCENARIO ALLOCATING RESOURCES TO STAFF

$4 MILLIONS

MANAGEMENT RESERVE USE SCENARIO ALLOCATING RESOURCES TO PAY INTEREST

$4 MILLIONS

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


SUBSIDIARIES GAINED FROM THE EUROPEAN UNION HELPED THE TRADING COMPANY TO FINANCE THE TSUPOLE PORTOFOLIO MANAGEMENT PROJECT

$

$

$

$

$

$

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


• 9 STEPS

A D G J

C F

H

I

M

N

B E

K

L O

P


NEW ESTIMATION FOR RESOURCES • TAKING INTO ACCOUNT THE OVERALL STRUCTURE

OF THE PROJECT.• OBVIOUSLY, BUDGET FORECASTING• AND BASE LINE BUDGET IS OUT OF DATE AND IS

REVIEWED ACCORDINGLY NEW PROPOSALS ACCORDINGLY TO NEW DATA ENTRIES.

• UPLOADIND THESE CHANGES INTO THE DICTIONARY HELP TO FOLLOW AND TRACK THESE CHANGES.

• 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 TECHNICAL RISKS)

• NOTE: POLITICAL RISKS AND ECONOMICAL RISKS SHOULD BE COVERED BY SPONSORS, NORMALLY.


0 RESOURCE DICTIONARY (East country office)

1 Chair Silicon Trust (Germany)

2 JanPorvoo 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)

9Baudouin E-forum (Europe)

10Nicholas 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 SPublic 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 PDTOTAL 20 PD

GSR mba9 Cnam

6 Managers working at country level

RESOURCE INVENTORY

TSUPOLE PROJECT

PEOPLEMATERIALS

AND EQUIPMENTMANAGEMENT

RESERVES

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


WORKER 1, 2 CASUAL

MANAGINGDIRECTOR

DIR PRODUCTION

TSUPOLEPROJECT D

DIRQUALITY

DIR ENGINEERING


TEAM LEADER

WORKER 1, 2 CASUAL

WORKER 1, 2CASUAL

WORKER 1, 2CASUAL

TSUPOLEPROJECT A

SUPERVISOR

TSUPOLEPROJECT C

COORDINATOR

TSUPOLEPROJECT B

ACCEPTANCE


ENVIRONMENTAL TEST


TECHNICAL TEST

PERMIT UTILITY

PROJECT MANAGEMENT


ACCEPTANCE

PERMIT UTILITY

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.

OWB GANT CHART

• SEE ATTACHEMENT FILE

MICROSOFT GANTT CHART

• SEE ATTACHEMENT FILE MICROSOFT PROJECT

THE PROJECT AGREEMENT

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


THE TSUPOLE PROJECT

AGREEMENT

What is a Tsupole?

TECHNOLOGY POLEDELIVERABLE AND SPECIFICATIONS

(Project Management)

STARTING DATE: 25/04/08 (Sustainable Development Group)

GS RADJOU, MBA9, CNAM

LECTURER: HEAD OF PROJECT MANGEMENTDR. GILLES VALLET

TSUPOLE

PRE-PROJECT

PROJECT AGREEMENT

• MANDATE

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.


REVIEWEDBUDGET

US$




RESERVE 0 300,000


TSUPOLE


PRODUCT PROJECT

HOW THE TSUPOLE INTEGRATE THEACTUAL WARNING SYSTEM FOR DISASTERSAND MEET SUTAINABLE PRINCIPLE

SUSTAINABLE DEVELOPMENT PRINCIPLES

SOCIAL

ENVIRONMENTECONOMIC

SUSTAINABLE

VIABLE

BEARABLEEQUITABLE

GS Radjou, MBA9 CNAM

Sustainability principle Are Important sides of the project business as defined by contributors

Fig. Sustainable diagram.

THE TSUPOLE

• HOW IT LOOK LIKE

5m

Metallic Pole

Stoneshoe

Elastic cable

Copyright: GS Radjou, MBA 9, CNAM

This product

has been in

vented by m

e.

5m

To boat

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.


TSUPOLE INTEGRATION IN SUSTAINABLE DEVELOPMENT

TSUNAMI DETECTION AND PROTECTION SYSTEM

1- Sattelites

2- Mangroves

3- Tsupoles

Planning

Purchase and delivery

SatteliteMangrove

Tsupole

Tsunamy Warning

Manoeuvring

Steady states

Environmental Renewal

Reconstruction

Information/Operation ManagementDestruction

Warning System

TSUPOLE PRODUCTDEVELOPMENT

SUSTAINABILITY

LIFE SAVINGMANAGEMENT

The new integration of the Tsunamy Pacific WarningSystem is sustainabledevelopment orientate


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 andwarning sytem. FloatingBodies, i.e. boats, buoys.

TSUPOLE SYSTEM LITTLE PHYSICS

THE WAVE DETECTOR• TECHNOLOGY AND PRINCIPLE

1Km

G

Data base

wave

sattelite

speaker

engine helix

doppler

Lasersource

solar safetybuoy

solar panel

TG: tecnology gyrocopic

Key

radio transmettance

reception redEmergencylamp

:movements of buoy

reflector

Laser bean


Dataroom

THE LASER BEAM

• BEAM CHARACTERISTICS

• UNIDIRECTIONAL

• PARRALELISM

• LOW DISPERSION

• HIGH ENERGY TRAVEL

GS RADJOU@CNAM MBA9

A little more than a second to go to the moon

to the moon

From earth

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

ELEVATION MEASURES

• ELEVATION H1 AND H2

(H)

10 KmG

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

KeyH¹: elevation by laser beamH²: elevation by doppler

Equation H= v x t

Laser area

Doppler

area

CoverageMeans: Laser or doppler

Sea level

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

PRODUCT MANAGEMENT:IT IS TO ANSWER

A QUESTIONLIKE

“WHAT”

PROJECT IDENTIFICATION

PROJECT DEFINITIONKEY STAKEHOLDERSLAB3 DELIVERABLEWORK BREAKDOWN STRUCTURE PRODUCT BREAK DOWN STRUCTURE

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 endangered by natural disasters (geo-hazards).

The Tsupole is a technology pole (similar to the old highway poles however with different functions).

Tsupoles will allow community members in disaster areas to protect their lives during Tsunami predicted

times.

This prototype project is innovative and to my knowledge a unique safety device item. It should be additional to traditional to a tsunami warning sytem.

For this project an attempt has been developped within the MBA9 with a list of activities; budget and time required.

WHAT IS A DELIVERABLE ?

START

END

DEFINED

WELL-KNOWN

MESASURABLE

STABLE

TSUPOLE DELIVERABLE


IF ONEITEM ISMISSINGTHIS IS NOT APROJECT

REAL OR VIRTUAL

A QUALIFIED DELIVERABLE IS A PROJECT….

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/ 2005Project Name: Tsupole (Lab. 3) Version N° 1Group: GS RADJOU, MBA 9, CNAM

WORK BREAK DOWN STRUCTURE

W.B.S.

ACTIVITIES

POLE1 1 1 1

SHOE1 1 1 1

CABLE1 1 X X

5m

0.5

0.5

0.1

AC

CE

PT

AN

CE

AS

SE

MB

LY

MA

NU

FA

CT

UR

INGP

RO

CU

RE

ME

NTC

ON

TR

AC

TIN

G PR

OC

ES

S

Gs RADJOU MBA 9 CNAM

P.B.S.PRODUCT BREAK DOWN STRUCTURE

TSUPOLE

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

TSUPOLE (PBS)

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


A COMPLETE TSUPOLE SYSTEM

PROJECT PORTOFOLIO MANAGEMENT

TSUPOLE

FLOATING BODY

WAVE DETECTION

P.B.S. PORTOFOLIO MANAGEMENT


SHOE POLE CABLE FLOAT

THE SHORT DISTANCE

MEGA WAVES DETECTOR

PROJECT 1 PROJECT 2


BOAT

PROJECT 3


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

PROJECT SPECIFICATIONS

GLOBAL ARCHITECTUREPERFORMANCESINTERFACES

GLOBAL

ARCHITECTURE(Description of targeted Product and Services)

THE DISASTER REGION

WHERE WE AREWORKING AT THE MOMENT: LOCATIONFOR THE TSUPOLES.

Fig.2: Environment where the December 26th, 2004 Tsunami took place : Indian Ocean sketch map.

TSUNAMI ASIA MAP

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°1Staff:Foreman 1Worker1Worker2

TSUNAMI REGIONAL MAP

TSUPOLE FOR RENOVATION AND CHANGE

5m

SKY

SEA

InstalledTsupole

Copyright GS Radjou, MBA 9

SEA STRAND

BED ROCK

Floating body

THE ENVIRONNEMENT

PERFORMANCES & INTERFACES

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

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;


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

OPERATIONAL CONFIGURATION PLAN

=>PRODUCT CONFIGURATION=>OPERATIONAL CONFIGURATIONS

PRODUCT CONFIGURATIONS

• VARIOUS CONFIGURATIONS

A

B1

C

Change request N°3Tsupole Configuration

B was modify for cheaper versionDate N°3 (B0 to B1)

Change request

B0

PRODUCT CONFIGURATIONS

• TOWNS AND FIELDS SolarLight

FalseCoconuttree

Cables

Coconut Tsupole Highway Tsupole

To float

30 meters

Copyright: GS Radjou, MBA 9 CNAM

D E

Stands

Poles

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

Identification of operational configurationsOperation Configuration Plan

• OPERATION CONFIGURATION PLAN

Large scale Tsunami

Medium scaleTsunami

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 waveCharacteristics of Tsunamis

Smallpole

GS Radjou, from lecture (Product scope management, Dr Gilles Vallet)

Configurations

Wave characteristics Tsupole characteristics

CHANGE PROCESS

Change Request

Analysis

Change Decision

Impacts (motivations)

+ People casualty reductions:

InjuriesLoss of propertiesDeathsStress for the futureStress on future generationsEconomical dependancyEnvironmental destructionCosts of reconstructionCosts of rehabilitationTourism industry Development standby

+ Reduction of risks:=>Political=>Interference=>Governance

+ Community Increases satisfaction in:=>Sustainability=>Self-suficiency=>Reliance=>Independance

Change order

ANALYSE

“The Indian Ocean tsunami generated by the most powerful earthquake in decades on December 26, 2004.It is believed to have killed more than 150,000 people and made millions homeless, making it perhaps the most destructive tsunami in history” Tsunamis: Facts About Killer Waves”, National geographic news, Updated January 14, 2005. From product scope management

SCOPE MANAGEMENT:IT IS TO ANSWER

A QUESTIONLIKE

« HOW »

SCOPE PROJECT

STUPOLE PROJECT MANAGEMENT

REQUIREMENTS, VERIFICATIONS AND

VERIFICATION CRITERION

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)

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

REQUIREMENT VERIFICATION AND VERIFICATION CRITERION

• REQUIREMENTS

• =>R1: to reduce these casualties (due to tsunami waves. Stupole structures utilized on community funded Stupole projects 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 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 response at all.

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

THE SETTING PROBLEM

Disaster zones: sea shores and cities where tsunami can occurs and takes lives from endangered local communities (and tourist on vacations, also).

=> Tsupoles (with their attached safety boats) are preventive means or a precautionary measures (like life jackets waiting to be dropped)

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

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 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 the Mega waves are killer waves

VERIFICATION CRITERION

• BASED VERIFICATION CRITERION

• How it impact

• = On people:

• = theirs needs

• = effectiveness

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)

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

SOCIETAL BROADER EXPECTATION….

CUC MATRIX

REQUIREMENTS ARE:-CLEAR-UNCLEAR-CONTROVERSIAL

REQUIREMENT SET 1

FAILURE

REDUCTIONS OFClear 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 measure

X

REQUIREMENT SET 2CASUALTY

REDUCTIONSClear Unclear Controversial

Injuries X

Loss of properties

X

Deaths X

Psychology stress

X

Stress on future generations

X

REQUIREMENT SET 3

CASUALTY

REDUCTIONS FROMClear Unclear Controversial

Economical dependancy

X

Environmental

destruction X

Costs of reconstruction

X

Costs of rehabilitation

X

REQUIREMENT SET 4

LIFE CONCERNS

RECONNECTION INClear Unclear Controversial

Tourism industry X

Development

and progress X

Sustainability X

Self-sufficiency X

Reliance X

Political Independance

X

DELPHIC ESTIMATE PRIORITIZE REQUIREMENT IN ORDER TO MINIMIZE NUMBER OF REQUIREMENTS

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 NEUTRALARGUMENT AT THE SECOND ROUND NEED TO BE EXPLICIT

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

Round

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

PRIORITIZE REQUIREMENTS

• DELPHIC ESTIMATE

1 2 3 4 5 6 7 8 9 10 110

1

2

3

4

5

6

7

8

0

FA

ILU

RE

RE

DU

CT

ION

CA

SU

AL

TY

RE

DU

CT

ION

LIF

E C

ON

CE

RN

S

PROJECT FINANCE

GROUPING CHANGE ORDERS

• ADDITIONAL TO BASELINE PROJECT

• TSUNAMI WAVE DETECTOR FOR ASIA

• TOTAL PRICE: 5 MILLIONS

• CONFIGURATION : B0 FOR B1

DICTIONARY

• REVIEW OF BASELINE BUDGET

PROJECT ECONOMICFOR TSUPOLE ONLYNPVIRR

NOTES: No economic model for floating boatsas sponsors are willing to pay only for tsupole and buoys.

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).



• => 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.


• 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).


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

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

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.

PROJECT ECONOMICS• IRR, NPV AND DECISION RULES

INVESTMENT

NPV

NPV=0

IRR

Project Accepted

Project Rejected

Master curve NPVs andacceptance, rejection decision

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,…)

CONTRIBUTION TO STRATEGY

SPONSOR STRATEGYCONTRIBUTION TO STRATEGY

….VERSUS SPONSOR STRATEGY


SPONPOR

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

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.


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


PROJECT DEVELOPMENT:IT IS TO ANSWER

A QUESTIONLIKE

« WHY »

PROJECT TIME MANAGEMENT

PLANNINGPROJECT

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 »

FLOW CHART• SUMMARY:

• TECHNOLOGY POLE AGAINST TSUNAMY

• FINISHING DELIVERABLE • INSTALLED TSUPOLE ACCEPTED

• STARTING DELIVERABLE• SIGNED APPLICATION FOR PERMIT UTILITY

BRAINSTORMINGWORK BREAKDOWN STRUCTURE

Brainstorming

• BRAINSTORMING FOR ACTIVITIES• -Install……………………………… 4• -Construct…………………• -Maintain……………………• -Finding the factory……… 1• -Call for procurement…… 1.1• -Securising the lenders….. 1.3

-Recruiting disaster people1.2• -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.The list B:performances of the actvities are accepted (know, defined, measurable and constant.

TSUPOLE PRODUCT PROJECT AND SERVICES

WBS

FINDING A FACTORY CALL FOR PROCUREMENTS

RECRUITING DISASTER TEAMS

SECURISING THE LENDERS

MAKING A PROJECT PROTOTYPE

SHAPING THE ENVIRONMENTPLANNING

CARVING

CONCEPTUALIIZATION

DESIGNING

MANUFACTURING

INSTALLING

DELIVERING

SETTING

FIXING

PLACING

CONSTRUCTING

MAINTAINING

STUDYING DISASTER DATA COLLECTING CUSTOMIZATING

TRIGGERING PEOPLE GROUPS REGULATINGTSUNAMI COUNCIL CONSULTATION

ENGINEERING TEAM BUILDING

PEOPLE GROUPS EXECUTINGIMPLEMENTATIONS.

GS Radjou MBA9 CNAM (Work breakdown structure (WBS) resulting from the brainstorming activity)

(Brainstorming activity during project planning)

• AON

Install

Maintain

Calling for

Procu-rement

Conceiving

Recruiting Disaster people

Finding lenders

Selectinga

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

•Planning• the layout

SponsorMediationBank

SPV

ALTERNATE CHARTDeliverable are skipped

PROTOTYPING PRODUCTION FLOW CHART

Procurement

SelectedSponsor

Select a contractor

ProductDelivered

Testing

Accep-tance

Visual and Mechanicinspection

Tsupoleinstalled

PermitUtility Select

A bank

Bankselected

Payment

Tsupolesample

Tradingcompany

Receipt

Customisation

CustomiSation order

transmetA business

plan

Businessplan

Tsunamy council

inspectionl

TSUPOLE ACTIVITY NETWORK

• PROJECT LIFE CYCLE

TSUPOLEPermitUtility

Call for tenders

ContractingTurnkey,

scheming

SPVConcept

TSUPOLEprototype

Functional diagnostic

End-userstrigger

TSUPOLEImplementation

PerformanceStatus

Environmental diagnostic

Tsupoletransfer

Qualityimprovement

TSUPOLEAccepted

TSUPOLEParts

TSUPOLEDesign

Administrationappraisal

Technicaladvisoring

Marketing

Financin

gE

ngineering

Assem

bly Q

uality

Adm

inistration

KICK START PHASE OF TSUPOLE PRE-PROJECT PHASE TO BE FAMILIAR WITH TSUPOLLE PROODUCT

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 1GS RADJOU MBA 9 CNAM

- 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


START END

EDC STARTS

COUNTRY DIRECTORS ACTIVITY

CALL TENDER AND PROCUREMENT SPV CONCEPT

COLLECTING LAG OF ENTIRE PROJECT

THE PROJECT MANAGEMENT PLAN IS PART OF THE CONTRACT

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.

•

ORGANIZATION IN EACH SECTORS

• PRIORITIES

Service Sector ExampleProfessional 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

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.

• => 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).•

CALL TENDERS AND PROCUREMENT

The Management Process

Tsupole

UNDP

World Bank

0°

Sustainable developmentand availability to live safelyby reducing casualties in are as challenged by environ-mental disasters, e.g.Tsunamy.

L1 L2Lenders

Sponsor

SIWI

ContractorsEntreprises/Procurement

End-users

Users

GVT

Cpyright: GS Radjou MBA9

Fig.

3 DAYS

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.

THE SPV CONCEPT

TRANSACTION DESCRIPTIONProjet 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 seviceprovided by local subsidiaryof sponsor

Equipment and services provided directly by sponsors

GS Radjou, MBA 9, taken from Project Finance: Rolland Barrois

3 DAYS

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

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.

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

=…….

Square surface

Length of a square side = 5,0000 m

Surface = 25,0000

m²

Cube volume

Length of the square side = 5,0000 m

Volume = 125,0000 m3

SUPPORT SERVICES

Normal periodsDuring predicted tsunami times

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


2 way entries with fees and membership card

VALIDATION

PROCESS

MEMBERSHIPCARD INVALID

MEMBERSHIPCARD VALID

QUALIFYINGFOR HELP

QUALIFYINGFOR HELP

PAYINGA FEE

SUPPORT DESK

FRONT DESK CLEARANCE

HOTLINECALL CENTRE

HELPS ACCESSTO THE

RESOURCES

SETTINGAND SOLVINGPROBLEMS

CLAIM ISCLOSED


Fig: Entry Process to the Tsupole Support Service

No membership card

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.

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.

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.

Claim Process (without using Mobile Service) during predicted Tsunami time

Online Call timeTime : 24H/ 7 Days a week.

1H00 prior to a Disaster

Location : any web access

Receive the membership

number& qualification of TsupoleLocation

check-in area

MembershipCard checkAnd loggin

Tsupole Location : security check

TsunamiAlert

TsunamiTime : ~

60min. Prior to Hazard

startsLocation : Tsupole N°

Wait for operator answer

Time :After tsunami arrival

alertLocationTsupole

Tsupole location report

lost & cannot find

A boat

Receive buoys & advices15 minutes

BeforeTsunamiarrival

TS

UN

AM

IP

PR

ED

ICT

ED

T

IME

Issue a membership card

Check Identity & andAccess to support

Web portal Loggin-in machine Boarding safety boats

Log location of Tsupole desk Lost & found desk

Online check-in

Fig.Supportduring alert.


End-users only

TsunamiEmergency

help addressedUp to 15 minutes

Before beachEvacuation

In boarding boats

Users

TS

UN

AM

I!!!

(without using Mobile Service)

60 minutes before Tsunamy

Claim process 15’ before

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.

TSUPOLE

IMPLEMENTATI

ON

TSUPOLE IMPLEMENTATION

WORK UNITS FOR LABOURING ATSECTION LEVELS AT LOCATION SITESTHESE WORK UNITS ARE COMPOSED OF GENERIC ACTIVITIES OR TASKS.

Main road

LANDSCAPE WHERE THE POLE IS TO BE INSTALLED

xx

SEA

SAND

SEASHOR

E

Bridge

Rock

Plan locationFor Tsupole

Mangrove

N

100m

BEACH 1


IMPLEMENTING A TSUPOLEEXECUTION PLAN

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 other building engineering site locations.

• The weight of the stone shoe is important enough to counter balance the Mega waves. Also, Tsupole could be seated confortably on rolling stones if in equilibrium.

• 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

TASK STEP 1

• FIRST WORKING DAY 1rst Friday: 8am-10am: Doppler field activity studyStudy 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.

TASK STEP 2• RESSOURCESDURATION: 2 days (2 x 8 hours)

Field study: 3 hoursEngineering 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 stones1 steel (for shoe structure)1 water (for mixture1 wood (for boxing)

SUPERVISING BINOME1 Van driver (overall assistance). For instance in charge to remove the seawater or prepare the working area1 supervisor (in charge of the work site and work loads)

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

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)

END RESULT OF TSUPOLE IMPLEMENTATION

• THE BEACH AFTER 2 WEEKS

Wharf

Boat

Raft

Tsupole

Marina

GS RADJOU MBA9 @ CNAM

AQUABOGGAN

• NEW ENVIRONMENTAL FRIENDLY

BOATS

MARINA

TSUPOLE GS RADJOU @ CNAM MBA 9

TSUPOLE

PROJECT

CHANGE PROCESS

ANALYSIS IMPACTS

CHANGE REQUESTS

CHANGE REQUEST N1 REDUCED BUDGET

CHANGE REQUEST N2 EDC CHANGE

CHANGE REQUEST N3 CONFIGURATION

CHANGE REQUEST ENTERED IN THE DICTIONARY OF THE COMPANYIN ORDER TO KEEP UPDATE PROJECT. ANY CHANGES AFFECT PROJECTCYCLE LIFE AND DEPARTURE FROM BASE LINE PROJECT TIME AND MONEYMONIES GO IN AND OUT MANAGER RESERVES

PROJECT AGREEMENT

• MANDATE

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.


REVIEWEDBUDGET

US$




RESERVE 0 300,000


TSUPOLE


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.


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 milestone payement(concept of the buyer) differsThan seller that makes an agendacontract

Early

Late

To which party does such a payement plan allocate the risk of timely and correct performance of the work


MITIGATIONS

MITIGATION

RISK IMPACTS

PROBLEM TODAY

• Today: problem is a risk failure

Causes

Problemeffect

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 workersTurn up at 8am

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

MARKING WITH MITIGATION

• EMPTY FISH BONEPeopleProcess

Equipment Supplies

Envirionnement Causes


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

TSUPOLE PROJECTWITH MITGATION

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 allocation of resources.

• • 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 the issues of natural disaster and risk.

GS RADJOU MBA 9 CNAM SOURCE ITDG

PROJECT CONTROL

Quality control

Time and cost management

Project

Effective availabilityOf resources

Project external interface

Source Dr. Gilles Vallet

QUALITATIVE RISKS MANAGEMENT

Risk acceptance: project baseline plan remains unchanged.Risk avoidance: project baseline is changed.

IN CASE OF TECHNICAL AND PRAGMACTIC RISK MONIESFLOW OUT THE RISK BUDGET TO THE MANAGEMENT RESERVE

SPONSORS CAN ASSURE THAT THEY WILL COVER ECONOMICALRISKS

PROJECT MANAGEMENT ORGANISATION

CONTINGENCY PLAN

• SUMMARY TSUPOLE SYSTEMS

USE OF CEMENT

TECHNOLOGY POLE TSUPOLE

WOOD TSUPOLE

CEMENT TSUPOLE

USE OF WOODOR TREES

GS RADJOU CNAM MBA9

FORGED IRON TSUPOLEUSE OF FORGED

IRON

QUALITY MANAGEMENT

© 2006 Prentice Hall, Inc. 6 – 274

TQMTQM

Encompasses entire organization, Encompasses entire organization, from supplier to customerfrom supplier to customer

Stresses a commitment by Stresses a commitment by management to have a continuing, management to have a continuing,

companywide drive toward companywide drive toward excellence in all aspects of products excellence in all aspects of products and services that are important to the and services that are important to the

customercustomer

RESOURCE MANAGEMENT


Best Practices for Resolving Best Practices for Resolving Customer ComplaintsCustomer Complaints

Make it easy for clients to complainMake it easy for clients to complain Respond quickly to complaintsRespond quickly to complaints Resolve complaints on first contactResolve complaints on first contact Use computers to manage Use computers to manage

complaintscomplaints Recruit the best for customer Recruit the best for customer

service jobsservice jobs


InspectionInspection

Many problemsMany problems Worker fatigueWorker fatigue

Measurement errorMeasurement error

Process variabilityProcess variability

Cannot inspect quality into a Cannot inspect quality into a productproduct

Robust design, empowered Robust design, empowered employees, and sound processes employees, and sound processes are better solutionsare better solutions

CONCLUSIONBUILDER PARRADOXLARGER ORGANISATION ROLES

WHAT IS A SUCCESSFULL PROJECT

• BUILDER PARADOX

QUALITY

COSTSPEED

YOU CAN HAVEONLY 2 ANGLESOF THE TRIANGLEAT THE SAME TIME,FOR INSTANCE A PRODUCT THAT IS GOOD AND QUICKIS COSTLY, ETC.

GS RAD

GS RADJOU @ CNAM, MBA 9

WHAT IS A SUCCESFUL PROJECT

In case of implementing a radar system on road. Radar project is to inforce speed limitation. The question are end users happy?

(They want express any satisfaction. Do they? This seems to limit their freedom. However they will do it and comply with the law of speed limit.

In the support phase, we do not change the product. However during the maintenance stage: we may take some steps to change it.

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.

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