TEACHING SUPPLY CHAIN MANAGEMENT THROUGH GLOBAL PROJECTS WITH GLOBAL PROJECT TEAMS

In this article, we describe the Global Project Coordination Course, a course in which project teams composed of three students from each of two overseas universities execute company‐sponsored projects dealing with global supply chain management issues. The $75,000 to $100,00 contributed in total by the three to four sponsoring companies funds all course expenses. We assess the benefits and challenges of the use of cross‐cultural project teams with diverse educational backgrounds. We conclude that the course provides a unique and effective vehicle for furthering students' knowledge of Supply Chain Management and Information Systems, improving understanding of “soft” issues, and training students to work in diverse, global, cross‐cultural project teams.     

MODELING TIME-COST TRADE-OFFS IN CPM NETWORKS

A new type of PERT/CPM methodology is introduced whereby the individual activities within a project management network are endowed with resistive and capacitive elements. This methodology will enable us to mathematically define a completion time for the various activities and to relate the completion time to relevant cost in the completion of a particular task. It will also allow us to define the work done, and the rate at which work is being done, in an activity as a function of the applied effort and resource outlay. As a consequence, both the resource expenditure and the work done can be tracked within a network as a function of time.     

全球导航卫星系统及其相关法律问题研究

全球导航卫星系统(GNSS)是利用卫星定位技术向使用者提供精确和及时导航信息的 复杂系统,它在空中交通管制、海上导航和军事等领域都有极大的应用价值。目前GNSS的主 要提供者是美国。虽然存在一些国际文件,但迄今没有达成有关GNSS的法律框架,只能依 靠有关国家的国内法和国际合作来规范并管理GNSS。未来多个GNSS系统的并存,不可避免地 将为制定GNSS法律框架增加难度。     

Negotiated Project Engagements: Learning from Experience

How far is it possible to capture the lessons tobe drawn from successive projects that involveintervention by social scientists within or betweenorganizations, whether acting as researchers, asconsultants, as agents of change, or in some combination ofthese roles? This paper outlines the way in which aframework was developed, by staff and associates of TheTavistock Institute, for examining the varied and often subtle influences of successive“negotiated project engagements” on thedevelopment of wider personal, institutional, anddisciplinary programs. This framework is designed totake into account the contrasting perspectives of the investigatorsthemselves, of their organizational hosts, and of anyexternal sponsors whose primary concern will normally bewith project outcomes at a more generalized level. As an illustration, particular reference ismade to the experience of a pioneering project concernedwith policy-making in city government. This project wasundertaken to advance the understanding and practice of public planning, while also exploring thepotential for synergy between the perspectives ofoperational research and applied social science. Thepaper concludes with some speculations about thepotential for further developing this kind of frameworkin supporting experiential learning.     

BUILDING THE SERVICE OPERATIONS COURSE AROUND A FIELD PROJECT

Service operations courses are often too concerned with concepts or techniques and not enough with the solution of real-world service problems. This article presents a case study of the successful turnaround of such a course by rebuilding it around a field project. The project is presented in some details. It largely dictates the content and paces the delivery of the course. Strategic and tactical aspects in the design of such a course are discussed with the benefits and limitations of the approach.     

OPTIMAL PROJECT SEQUENCING WITH RECOURSE AT A SCARCE RESOURCE

We develop a dynamic prioritization policy to optimally allocate a scarce resource among K projects, only one of which can be worked on at a time. When the projects' delay costs differ, the problem (a “restless bandit”) has not been solved in general. We consider the policy of working on the project with the highest expected delay loss as if the other project was completely finished first (although recourse is allowed). This policy is optimal if: (1) the delay cost increases with the delay regardless of the performance state, (2) costs are not discounted (or, discounting is dominated by delay costs), (3) projects are not abandoned based on their performance state during processing at the scarce resource, and (4) there are no stochastic delays. These assumptions are often fulfilled for processing at specialized resources, such as tests or one‐off analyses.     

项目时间管理在PDM中的运用

PDM,即产品数据管理(product data management),是为企业的设计和生产构筑一个并行开发环境的关健技术.本文介绍了PDM的基本概念,提出了运用项目时间管理完善PDM系统的思路,并且结合联想的实际业务,给出了相应的实施方案.