Project Strategic Framing Approach - The Strategy Table

2021 ◽  
Author(s):  
Luigi Paribelli ◽  
Marco Guarino
Keyword(s):  
Development Strategy ◽  
Value Creation ◽  
Joint Venture ◽  
Feasibility Studies ◽  
Development Strategies ◽  
Strategic Choices ◽  
Strategic Objectives ◽  
Decision Structure ◽  
Promising Development ◽  
Strategic Framing

Abstract Considering the different drivers and constrains of each party within a Joint Venture, the strategy table is an effective tool that provides a structured workflow to guarantee objectives alignment and to maximize value creation for all the Stakeholders during a pre-feasibility study. Eni used this opportunity framing approach to define alternative project development strategy options with the aim to create value for all the stakeholders. Thanks to this guided and structured approach each party, within a Joint Venture, can present and compare his view with others. Using the strategy table tool, as framing approach, allows to identify alternative development strategies (bookends) as a combination of strategic options applicable for a given strategy theme. Furthermore, a clear objectives (what) and rationale (why) associated to each strategy will be defined to support the evaluation. The range of strategy themes identified helps to test the potential tradeoff between various fundamental objectives. Through a structured process, characterized by the definition, framing, evaluation and decision phases, it is possible to streamline the alternative strategy themes options and rank them in terms of value creation for the stakeholders. Using the strategy table tool, as framing approach, implies a decision-making process that allows to choose the strategy that best achieves our goal while also reducing our exposure to risks. Frequently the decision structure of a problem is complex, especially when the decision being considered relates to a large of scale project involving many sub-decisions. The Strategy Table helps the project management team to achieve an informed decision since it allows to evaluate what we are planning to achieve, understanding what our options are and considering how each option performs with reference to our objectives and project risks. Once the bookends for all the strategy themes are defined (i.e. selected strategic choices for each focus decision), a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is performed to qualitatively assess the identified strategies against strategic objectives and a short-list of strategies on which focus on more in details is defined. The final outcome represents the most promising development strategies to be tested during pre-feasibility and feasibility studies.

Development Strategy and Its Implications for Unity in the Muslim World

2003 ◽  
Vol 20 (1) ◽  
pp. 46-87
Author(s):  
Ataul Huq Pramanik
Keyword(s):  
Civil Society ◽  
Human Development ◽  
Development Strategy ◽  
Development Strategies ◽  
Muslim World ◽  
Universal Values ◽  
Muslim Communities

This paper seeks to achieve the following objectives: to discuss the idea of unity from the Islamic and secular perspectives; to test empirically how the absence of certain universal values (virtues) in the pursued development strategies shattered unity and thereby led to the Ummah’s disintegration; to examine how the interrelationships between growth and democracy can promote unity by creating a civil society through higher human development; and to examine the Organization of the Islamic Conference’s (OIC) role in strengthening unity among diverse Muslim communities.

scholarly journals Candlenut Business Development Strategy (Aleurites mollucana L.Wild) in KPHL Selayar

2021 ◽  
pp. 224-234
Author(s):  
Andi Sartina Ningsih ◽  
Baharuddi n ◽  
Daud Malamassam
Keyword(s):  
Development Strategy ◽  
Great Influence ◽  
Business Development ◽  
Forest Product ◽  
External Factors ◽  
Strategic Choices ◽  
A Value ◽  
A Priority ◽  
The Right ◽  
Internal And External Factors

The use of candlenut (Aleurites Mollucana., L. Wild) as a non-timber forest product is expected to be a excellent product in the KPHL of Selayar in line with the designation of the area as a Protected Forest Management Unit (KPHL). Candlenut is a non-timber forest product (NTFP) which has great economic potential, but in the management of the candlenut business in the KPHL Selayar has not been able to be optimally developed as the scale of the use of candlenut remain low and the business model conducted appears to be traditional. The study aimed to analyze and identify internal and external factors in formulating the right strategic priorities in the development of the candlenut business at KPHL Selayar. The method employed was a combination of SWOT and AHP by describing internal and external factors, then tabulating it so that it would formulate a priority of strategic choices. The results showed that among the four SWOT groups namely Strengths (S), Weaknesses (W), Opportunities (O) and Threats (T) which became the priority of the SWOT group which had a great influence on the development of the candlenut business, the Strength (S) group with a value of 10.55. Based on the formulated results of the candlenut business development strategy, it was concluded that the priority strategy to be implemented was the S-O 3 strategy, namely increasing the candlenut business collaboration to expand the marketing network with a priority value of 0.107.

scholarly journals Business Development Strategy Model of SMEs Through SWOT and EFE-IFE Analysis

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Iha Haryani Hatta ◽  
Dian Riskarini ◽  
Tia Ichwani
Keyword(s):  
Development Strategy ◽  
Development Strategies ◽  
Business Development ◽  
Achievement Level ◽  
Marketing Performance ◽  
Multi Stage ◽  
Strategy Model ◽  
External Conditions ◽  
Legal Entities

Considering that the SME entrepreneurs of Gresik Regency are mostly young, educated and experienced, however their businesses are not yet in legal entities. This research situates the SME business development strategy model through SWOT and EFE-EFI analysis, aiming to identify the conditions and models of SME business development strategies to improve their performances. This research has interviewed 40 respondents who were selected in multi stage, and analyzed through SWOT and EFE-IFE analysis. The result of this research explains that the ability of SME entrepreneurs in managing business and the achievement level of marketing performance is good, except the ability to manage finances. In addition, external conditions support these SMEs. Keywords: SWOT, EFE-IFE, business development strategy, SMEs

scholarly journals The impact of digitalization of the economy on the development of enterprises in the Arctic

2020 ◽  
Vol 220 ◽  
pp. 01041
Author(s):  
Maria Plakhotnikova ◽  
Alexander Anisimov ◽  
Anastasia Kulachinskaya ◽  
Liliya Mukhametova
Keyword(s):  
Development Strategy ◽  
Development Strategies ◽  
The Arctic ◽  
Russian Arctic ◽  
Factors Affecting ◽  
External Conditions ◽  
Enterprise Level ◽  
National Economies ◽  
The Impact ◽  
Negative Factors

The peculiarities of the development of the regions belonging to the Arctic zone of the Russian Federation (AZRF) are determined by geopolitical, climatic and other factors. Currently, the issues of digital transformation of national economies are paramount for all countries. However, the existing crisis phenomena caused by the economic crisis of 2008 and the COVID-19 pandemic have made their own adjustments to this process. The current conditions require both the creation of an appropriate digital infrastructure at the federal and regional levels, and the adjustment of existing development strategies at the enterprise level. However, the benefits of the digital economy will only benefit those enterprises that can adapt their development strategy in accordance with external conditions. The purpose of the study is to assess the impact of digitalization of the economy on the development of enterprises in the Arctic, as well as to form a list of the main problems in this area and search for possible ways to solve them. As a result of the study, the authors obtained the following results: (1) identified both positive and negative factors affecting the digitalization of the Russian Arctic; (2) a profile of the directions of digitalization of the Russian Arctic was created and the priority areas of digitalization were determined; (3) it was concluded that the digitalization of national economies opens up great opportunities for the further development of enterprises. However, to achieve this goal, it is necessary to timely adjust the development strategies of enterprises, taking into account the national and regional characteristics of digitalization.

scholarly journals The efficiency of polycentric development strategies in the context of economic crisis. Case study - the development of Southwest Oltenia region - Romania

2012 ◽  
Vol 17 (17) ◽  
pp. 117-125
Author(s):  
Daniel Peptenatu ◽  
Radu Pintilii ◽  
Cristian Draghici ◽  
Alina Peptenatu
Keyword(s):  
Development Strategy ◽  
Economic Crisis ◽  
Development Strategies ◽  
Decision Factors ◽  
Negative Impulse ◽  
World Economic ◽  
The University ◽  
Global World ◽  
Second World

The efficiency of polycentric development strategies in the context of economic crisis. Case study - the development of Southwest Oltenia region - RomaniaRomania's polycentric development model was elaborated by the Interdisciplinary Centre for Advanced Researches on Territorial Dynamics within the University of Bucharest and by Urbanproiect SA. The elaboration of the polycentric development strategy is based on the human settlements' classification depending on their polarisation capacity and the designing of a polycentric network, able to ensure the territorial complexity necessary to the attenuation of negative impulses from the suprasystems' level. The world economic crisis may be considered the most powerful negative impulse after the Second World War, generating major disfunctionalities at the level of fragile territorial systems. The elaboration of some specific strategies, able to take into account the new challenges given by the global world, is an important preoccupation of the decision factors in order to increase territorial competitiveness.

scholarly journals The choice of mining development strategy based on the improved Bayes criterion

2020 ◽  
Vol 168 ◽  
pp. 00053
Author(s):  
Yevhen Lapshin ◽  
Borys Blyuss ◽  
Serhii Dziuba ◽  
Larysa Tatarko
Keyword(s):  
Decision Making ◽  
Initial Data ◽  
Development Strategy ◽  
Economic Efficiency ◽  
Development Strategies ◽  
Mineral Deposits ◽  
Mining Operations ◽  
Acceptable Range ◽  
Geological Conditions

The choice of mining development strategies is based on the main indicators of mining and geological conditions that characterize mineral deposits. The purpose of the research is to argue the application of the improved Bayes criterion when choosing rational mining development strategies by taking into account the complex mining and geological conditions. The methodology of decision-making in terms of managing geotechnical systems depends on whether or not the probabilities of the conditions and dynamics of the parameters of rocks and soils are known during the development of mineral deposits, as well as the construction of infrastructure facilities. If the probabilities are unknown, then there is the problem of making decisions in the conditions of uncertainty of the initial data to assess the efficiency of the mining enterprises. And if the probabilities are known, then we are dealing with the task of making decisions in conditions of risk and assess the safety of mining operations. The improvement of the Bayes criterion enables us to determine, with an acceptable range of changes in efficiency, a strategy which provides more likely an increase in economic efficiency compared to a strategy selected using the traditional Bayes criterion.

scholarly journals One Village One Product (OVOP)—A Rural Development Strategy and the Early Adaption in Vietnam, the Case of Quang Ninh Province

2018 ◽  
Vol 10 (12) ◽  
pp. 4485 ◽  
Author(s):  
Long Hoang Thanh ◽  
Linh Ta Nhat ◽  
Hao Nguyen Dang ◽  
Thi Minh Hop Ho ◽  
Philippe Lebailly
Keyword(s):  
Rural Development ◽  
Development Strategy ◽  
Development Strategies ◽  
Local People ◽  
Endogenous Development ◽  
Employment Opportunities ◽  
Basic Approach ◽  
Quang Ninh ◽  
Significant Attention

Agriculture and rural development has continuously been a hot debate and received significant attention from literature. In this context, endogenous development is considered to be basic approach for rural development strategies in many countries of which the Japanese model namely One Village One Product (OVOP) is a successful one. This paper studies the OVOP movement and analyzes its early adaption in Vietnam, the so-called One Commune One Product (OCOP). This question is addressed by reviewing the existing literature on OVOP following by a case study in Quang Ninh province, Vietnam. The results, reveal, in practice, despite some criticism, OCOP strategy in general generate employment opportunities, incomes; enhance creativity and capability of local people.

scholarly journals Korea's Innovative Clusters and Development Strategies Focusing on the ‘Loosely Coupled’ Cooperation between the Daedeokinnopolis and the Pangyotechnovalley

2018 ◽  
Vol 7 (4.4) ◽  
pp. 21
Author(s):  
Won Il Lee ◽  
. .
Keyword(s):  
Development Strategy ◽  
National Level ◽  
Development Strategies ◽  
Current Status ◽  
Loosely Coupled ◽  
Innovation Cluster ◽  
Strategic Direction ◽  
Wide Scale ◽  
Set Up ◽  
Innovation Clusters

In this paper, I review current status and development strategies in Korean innovation cluster. In particular, I compared the innovation clusters of Daejeon and Gyeonggi - do, and examined the differences and ways of cooperation. Among Daejeon and Gyeonggi-province innovation clusters, the DaedeokInnopolis is focused on R & D and pursues technology commercialization in connection with venture companies. Pangyo Techno Valley is a state-of-the-art IT technology centered on high technology companies. If wide-scale cooperation measures are established between Daejeon and Gyeonggi-do clusters, which are different from each other in the process of formation and complexity, a great synergy will be created at the national level. The future development strategy will be derived by examining the representative innovation cluster in Korea. The first strategic direction is to set up a vision of 'loosely coupled' between the Daejeon and Gyeonggi-do innovation clusters. The second strategic direction is to promote 'loosely coupled' wide-area cooperation programs between clusters. The third strategic direction is to foster an open innovation venture ecosystem.  

CENTER FOR URBAN INITIATIVES. EVOLUTION OF ARCHITECTURAL TYPOLOGY OF PUBLIC BUILDINGS

2012 ◽  
Vol 2 (2) ◽  
pp. 37-43
Author(s):  
K. V ChIKRIZOVA ◽  
A. G GOLOVIN
Keyword(s):  
Urban Planning ◽  
Urban Development ◽  
Urban Communities ◽  
Development Strategy ◽  
Urban Governance ◽  
Central City ◽  
Development Strategies ◽  
Planning Strategies ◽  
Project Objectives ◽  
The City

The article is an attempt to rethink the interaction between urban communities, Urban governance bodies, architects and town planners in matters of urban development strategy for the case of Ulyanovsk city.A number of problems, such as low functional appeal of the central space, the lack of urban development strategies, formal participation in the development and adoption of urban development programs requires a new approach in the current socio-economic environment. Entering the setting of project objectives for the development of the central city area is not possible without an analysis of the current situation, the development of urban planning strategies and discuss, which is difficulty realizable within the existing administrative structure. Consolidation of efforts to make decisions on urban planning strategies available with the participation of stakeholders: Urban governance bodies, architects, people, and creating an environment of interaction: social complex, the Center for Urban Initiatives (CUI). As part of the CUI is to develop, negotiate and influence decisions on urban development strategies and integration in the development of the city and the creation of a comfortable urban environment.Create a full environment for the public and professional discussion on urban prospects can solve some urgent problems of the city.

Lean Value Creation in the Product Development Process With the Principle of Set Based Concurrent Engineering

2011 ◽  
Author(s):  
Tianyi Cai ◽  
Theodor Freiheit
Keyword(s):  
Product Development ◽  
Development Strategy ◽  
Value Creation ◽  
Concurrent Engineering ◽  
Development Process ◽  
Management Control ◽  
Product Development Process ◽  
A Value ◽  
Feasible Solutions ◽  
Functional Teams

Lean value creation requires a value-adding network of lean activities across the whole Product Development Process (PDP). Management needs to allocate resources and properly control the process to create the value that stakeholders desire. Leading companies in industry have successfully applied Set-Based Concurrent Engineering (SBCE) for lean PDP. In SBCE, designers propose several feasible solutions and develop them relatively independently and in parallel, and then gradually narrow the sets of solutions based on updated project feedback at each stage-gate design review. As an important lean concept with many advantages, SBCE has constraints that can jeopardize lean value creation. For instance, it is unclear how resources are allocated to each stage, different functional teams, and different value creation activities related to different kinds of value, which can cause waste of talent, time, and money. This paper focuses on how resources can be allocated to SBCE by viewing product development activities as value creation cells. Under management control, lean value creation activities use knowledge and other resources to produce valuable design solutions. A mathematical feedback control model is proposed to illustrate how management can invest resources for the value creation process. This model can be used to explore resource allocation to functional teams and processes according to a holistic value creation project development strategy and the optimal creation of lean value.

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