scholarly journals Development on Indigenous Homelands and the Need to Get Back to Basics with Scoping: Is there Still "Unceded" Land in Northern Ontario, Canada, with Respect to Treaty No. 9 and its Adhesions?

2021 ◽  
Vol 12 (1) ◽  
pp. 1-49
Author(s):  
Leonard Tsuji ◽  
Stephen Tsuji
Keyword(s):  
Literature Search ◽  
Development Project ◽  
Lessons Learned ◽  
Development Projects ◽  
Northern Ontario ◽  
Starting Point ◽  
Library And Archives Canada ◽  
Bare Minimum ◽  
Comprehensive Literature Search

Scoping includes the establishment of unambiguous spatial boundaries for a proposed development project (e.g., a treaty) and is especially important with respect to development on Indigenous homelands. Improper scoping leads to a flawed product, such as a flawed treaty or environmental impact assessment, by excluding stakeholders from the process. A comprehensive literature search was conducted to gather (and collate) printed and online material in relation to Treaty No. 9 and its Adhesions, as well as the Line-AB. We searched academic databases as well as the Library and Archives Canada. The examination of Treaty No. 9 and its Adhesions revealed that there is unceded land in each of four separate scenarios, which are related to the Line-AB and/or emergent land in Northern Ontario, Canada. Lastly, we present lessons learned from our case study. However, since each development initiative and each Indigenous Nation is unique, these suggestions should be taken as a bare minimum or starting point for the scoping process in relation to development projects on Indigenous homelands.

A Dream Project Turns Nightmare

2011 ◽  
pp. 98-111 ◽  
Author(s):  
Vital Roy ◽  
Benoit A. Aubert
Keyword(s):  
Strategic Alliance ◽  
Credit Unions ◽  
Development Project ◽  
Lessons Learned ◽  
Banking Business ◽  
Micro Level ◽  
Is Integration ◽  
Complex Project ◽  
Canadian Banking

It was in 1996 that Integra1, a large Canadian life insurance institution, launched its Banking and Loan Insurance Software System (BLISS) development project with the aim of gaining access to the loan insurance market in small Credit Unions (CUs) across Canada. The company was ready to provide the system free of charge to the Credit Unions on the provision that they commercialize exclusively Integras loan insurance products. To achieve this goal, Integra entered into a partnership with Intex Consulting, the Canadian subsidiary of a large international information system (IS) integration firm who wanted to gain a foothold in the Canadian banking business. After 1.3 million dollars of investment from each partner and twelve months of intensive efforts, the project came to an abrupt stop. The lessons learned in this case study include: (1) the importance of understanding requirements beyond micro-level user needs, (2) the need to get the enlightened involvement of each interested party in a large complex project, (3) the importance of appraising the specific contribution of each partner in a strategic alliance, and (4) the obstacles faced when entering an unfamiliar market with a new, unproven IS product.

scholarly journals Book Review: Shared Collections: Collaborative Stewardship

2017 ◽  
Vol 61 (2) ◽  
pp. 119
Author(s):  
Betsaida M. Reyes
Keyword(s):  
Development Project ◽  
Development Projects ◽  
Collection Development ◽  
Research Needs ◽  
Collaborative Partnerships ◽  
Digital Collections ◽  
Regional Institutions ◽  
Starting Point ◽  
Wide Range

Librarians are natural collaborators. As professionals we enjoy working with colleagues within the same institution and beyond. This is particularly fitting when it comes to collection development. Academic libraries strive to support the research needs of our users by providing access to a wide range of materials. In a world of shrinking budgets and limited staff, we turn to collaboration as a way to continue to deliver excellent services to our patrons. Collaborative partnerships between regional institutions or across state lines allow individual organizations to reallocate their resources and better serve the local needs. If you are ready to begin the planning stages of a collaborative collection development project, this book is a great starting point. Shared Collections: Collaborative Stewardship is a gathering of essays that discusses an array of cooperative collection development projects in a variety of institutions. It covers everything you need to know from how to create a partnership of shared collections (chapter 2) to specific examples of current projects covering everything from serials (chapter 4), monographs (chapters 6 and 8) and digital collections (chapter 7).

The Institutionalization of User Participation for Systems Development in Telecom Eireann

1999 ◽  
pp. 68-86 ◽  
Author(s):  
Tom Butler ◽  
Brian Fitzgerald
Keyword(s):  
Corporate Strategy ◽  
Organizational Transformation ◽  
Systems Development ◽  
User Participation ◽  
Lessons Learned ◽  
Development Projects ◽  
Not Given ◽  
Organizational Information ◽  
Partnership Approach

It was in 1984 that Telecom Éireann first introduced institutional mechanisms which facilitated employee participation in the formulation and execution of corporate strategy. However, almost ten years elapsed before the full benefits of user participation were realized in the development and implementation of organizational information systems. Two systems development projects that are perhaps exemplars of the manner in which user participation was and still is effected in Telecom Éireann, and which offer unique insights into this multi-faceted phenomenon, are described herein. This case study not only illustrates why user participation is important for systems development in organizations, it also provides evidence that user participation is insufficient for success in systems development if appropriate attention is not given to change management issues associated with the implementation of developed systems. The lessons learned by Telecom Éireann in addressing such issues helped it to evolve its participative policies into a partnership approach to organizational change that helped ensure the success of its strategy of IT-enabled organizational transformation.

Decisions in Product Platform Development Projects

2015 ◽  
Vol 12 (01) ◽  
pp. 1550001 ◽  
Author(s):  
Peter E. Harland ◽  
Haluk Yörür
Keyword(s):  
Decision Making ◽  
Product Variety ◽  
Development Project ◽  
Project Managers ◽  
Development Projects ◽  
Product Platform ◽  
Product Platforms ◽  
Platform Development ◽  
Product Platform Development

Introducing "product platforms" in companies to achieve competitive advantages, like decreased costs and increased product variety, is a widely recognized strategy in research and industry. Nevertheless, there are certain challenges involved in developing product platforms. In order to address this complexity, we focus on the decision-making perspective of platform development in this paper. Based on a systematic literature review, we identify the decisions in product platform development projects (PPDP) and categorize them. We identified 21 decisions that are made within PPDP, which represent a greater scope of decisions than presented in the literature sources reviewed. The plausibility of these platform project decisions is illustrated with a case study of a perennial platform development project within the automotive supply industry. While most of the literature sources only mention very few decisions, the case study shows the complexity and high number of decisions required for an actual PPDP. In addition, it also recognizes all of the prior reviews of the decisions identified. Unlike in the literature, the decisions in the case study were made over a certain period of time. Therefore, we propose that the dynamics of the decision-making process in PPDP have to be taken into account. The set of PPDP decisions identified will help project managers to structure future PPDPs better and support researchers in building related product platform models.

The success of an international development project: lessons drawn from a case between Morocco and Canada

2013 ◽  
Vol 79 (1) ◽  
pp. 165-186 ◽  
Author(s):  
Sophie Brière ◽  
Denis Proulx
Keyword(s):  
International Development ◽  
Public Administration ◽  
Gender Equality ◽  
Analytical Framework ◽  
Development Project ◽  
Development Projects ◽  
Governance Structures ◽  
Tier 1 ◽  
Project Lifecycle

According to the literature on decisive criteria for the success of international development projects, this article presents a case of cooperation between Morocco and Canada on the implementation of projects to institutionalize gender equality within the Moroccan public administration. Based on a triangulation of data and starting from an analytical framework on the factors decisive for the success of international development projects, this case study illustrates the limited success of the project. Although the elements that are decisive for the success of Tier 1 of the FAES projects have resulted in the involvement of stakeholders in the implementation of the projects, the creation of local expertise and the production of tools and strategies that aid institutionalization of gender equality, this study highlights significant barriers to institutionalization. These relate mainly to the difficulty of involving stakeholders throughout the project lifecycle, the lame functioning of the projects’ governance structures and the struggle to take ownership of projects designed on the basis of a management by results logic based on models specific to the donor. This case feeds the critical reflection on the various issues and challenges inherent to the management of international development projects and suggests various avenues of research. Points for practitioners The case presented in this article involves the implementation of projects to institutionalize gender equality within the Moroccan civil service supported by the Canadian cooperation agency. Although its success requires the involvement of the stakeholders, the development of local expertise and the production of institutionalization tools, this case brings to light significant obstacles to institutionalization, such as the difficulty of involving the stakeholders in the project, the limited functioning of the governance structures and the struggle to secure the ownership of the projects, designed according to models specific to the donor. It also reveals the limits of a management by results style and its consequences.

Sense and Simplicity in Legal and Human Rights Co-Operation: A Case Study of Indonesia

2015 ◽  
Vol 2 (1) ◽  
pp. 195-206
Author(s):  
Nicola COLBRAN
Keyword(s):  
Human Rights ◽  
Monitoring And Evaluation ◽  
Lessons Learned ◽  
Significant Time ◽  
Starting Point ◽  
Personal Experiences ◽  
The Face ◽  
Political Realities

AbstractDevelopment co-operation in the legal and human rights sector is challenging. It is political, nuanced, and involves multiple, often competing, stakeholders. Adding to this, significant time is spent determining suitable fields for co-operation, designing comprehensive programmes, and establishing robust monitoring and evaluation frameworks. Donors often strive for “ownership” of programmes with tangible results that justify ongoing co-operation. Amid this added complexity, it is easy to forget that good programmes are often simple, well-founded ones that set realistic goals and timeframes. Sense and simplicity can be overlooked. This article draws on lessons learned from personal experiences in two legal and human rights co-operation programmes in Indonesia to discuss six points at the heart of this concept of sense and simplicity. The points are not exhaustive, and are not always easy to implement in the face of political realities. They are a starting point, and stress the need to get back to basics when planning, implementing, and monitoring such programmes.

scholarly journals VIRTUAL REALITY AS MARKETING TOOL FOR DEVELOPER PROJECTS

2016 ◽  
Vol 2 (1) ◽  
pp. 64-70 ◽  
Author(s):  
Pavol Kaleja ◽  
Mária Kozlovská
Keyword(s):  
Virtual Reality ◽  
Real Estate ◽  
Development Project ◽  
Development Projects ◽  
Virtual Reality Environment ◽  
Introductory Part ◽  
Software And Hardware ◽  
Marketing Tool

Virtual reality, in area of software and hardware equipment, experiencing very rapid develop worldwide. This equipment should give realistic experience to observer in virtual reality environment. Devices for control and display virtual reality environment are very important in this area. Contribution in the introductory part describes the categorization of virtual reality in construction and architecture with regard to the virtual reality tools that are widely used in marketing of development projects. These technologies radically improve communication between developers and clients, especially in the phase when the building is not built yet, but the developer has to start sell real estate (or rent it). In the case study are presented marketing tools based on virtual reality implemented for development project Paseo Grunty in Kosice.

scholarly journals Designing and Implementing Gamification: GaDeP, Gamifire, and applied Case Studies

2020 ◽  
Vol 7 (3) ◽  
pp. 97-129
Author(s):  
Roland Klemke ◽  
Alessandra Antonaci ◽  
Bibeg Limbu
Keyword(s):  
Research And Development ◽  
Case Studies ◽  
Design Process ◽  
Online Courses ◽  
Lessons Learned ◽  
Massive Open Online Courses ◽  
Development Projects ◽  
Massive Open Online ◽  
Student Research

Gamification aims at addressing problems in various fields such as the high dropout rates, the lack of engagement, isolation, or the lack of personalisation faced by Massive Open Online Courses (MOOC). Even though gamification is widely applied, not only in MOOCs, only few cases are meaningfully designed and empirically tested. The Gamification Design Process (GaDeP) aims to cover this gap. This article first briefly introduces GaDeP, presents the concept of meaningful gamification, and derives how it motivates the need for the Gamifire platform (as a scalable and platform-independent reference infrastructure for MOOC). Secondly, it defines the requirements for platformindependent gamification and describes the development of the Gamifire infrastructure. Thirdly we describe how Gamifire was successfully applied in four different cases. Finally, the applicability of GaDeP beyond MOOC is presented by reporting on a case study where GaDeP has been successfully applied by four student research and development projects. From both, the Gamifire cases and the GaDeP cases we derive the key contribution of this article: insights in the strengths and weaknesses of the Gamifire infrastructure as well as lessons learned about the applicability and limitations of the GaDeP framework. The paper ends detailing our future works and planned development activities.

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