scholarly journals Minimize Project Risk and Costs: A New Approach to Project Management

2020 ◽  
Vol 9 (2) ◽  
pp. 49-62
Author(s):  
Alfredo Rivera ◽  
Dean Kashiwagi
Keyword(s):  
Project Management ◽  
State University ◽  
Arizona State University ◽  
New Approach ◽  
The Past ◽  
Research And Innovation ◽  
Deductive Logic ◽  
And Performance ◽  
Definition Of ◽  
And Control

Traditional project management (PM) results have been poor. The practices of direction and control have been identified by deductive logic as problematic. Deductive logic identifies that, if a manager directs and controls, their risk goes up and performance will go down. A new approach to PM is the replacement of technical expertise with the identification and utilization of expertise. New components of this approach are the minimization of the need to think and make decisions, the use of the language of metrics, a new definition of risk, and the use of preplanning that includes the utilization of expertise and focusing on the mitigation of risk that the expert does not control. This approach has been tested by the International Council for Research and Innovation in Building and Construction Working Commission (CIB W117, formerly known as the Performance Based Studies Research Group at Arizona State University) for the past 25 years increasing customer satisfaction to 98% and minimizing cost by 5 to 30%. These practices are a part of the “PM of the Future.”

scholarly journals A Large Dutch Engineering Service Adopts the Best Value Approach

2015 ◽  
Vol 7 (1) ◽  
pp. 1
Author(s):  
Elske Bosma ◽  
Marcus Van der Ven ◽  
Oscar Kerkhoven ◽  
Dean Kashiwagi ◽  
Isaac Kashiwagi
Keyword(s):  
The Netherlands ◽  
Traditional Approach ◽  
Professional Services ◽  
Professional Organizations ◽  
State University ◽  
Arizona State University ◽  
New Approach ◽  
Best Value ◽  
Working Together ◽  
And Control

The Best Value (BV) environment was introduced into the Netherlands in 2006. By 2008 testing was being done by a partnership of Arizona State University and Scenter (Sicco Santema, professor from Delft University). In 2010, the first significant test of the BV approach was done by the Rijkswaterstaat to deliver the $1B fast track infrastructure projects, and by 2015, the BV approach had become the “buzzword” of procurement and the professional procurement organization NEVI. However, in the delivery of professional engineering services, larger, more traditional services which were built on a system of relationships between clients and vendors, clients controlling the expert, and the importance of “billable man-hours”. The transition from a traditional approach to a BV approach is very challenging. Large traditional professional organizations naturally will have more difficulty adapting to the new approach. The BV approach utilized the expertise of experts to replace the need for relationships and owner management, direction and control (MDC). It also places less value on traditional practices that have been used by professional services to get business (relationships and working together with the client in a trust based relationship). The study captures the efforts of a very successful engineering firm (the second largest in the Netherlands) as they attempt to become successful in this new approach. The Best Value team that they have put together has had outstanding results in using the BV approach to changing their paradigm.

On-Surface Radical Oligomerisation: A New Approach to STM Tip-Induced Reactions

2018 ◽  
Author(s):  
Gaolei Zhan ◽  
Younes Makoudi ◽  
Judicael Jeannoutot ◽  
Simon Lamare ◽  
Michel Féron ◽  
...  
Keyword(s):  
Sample Surface ◽  
Scanning Tunnelling Microscope ◽  
Transfer Event ◽  
New Approach ◽  
The Past ◽  
Organic Nanostructures ◽  
Scanning Tunnelling ◽  
New Strategy ◽  
Surface Fabrication ◽  
And Control

Over the past decade, on-surface fabrication of organic nanostructures has been widely investigated for the development of molecular electronic devices, nanomachines, and new materials. Here, we introduce a new strategy to obtain alkyl oligomers in a controlled manner using on-surface radical oligomerisations that are triggered by the electrons/holes between the sample surface and the tip of a scanning tunnelling microscope. The resulting radical-mediated mechanism is substantiated by a detailed theoretical study. This electron transfer event only occurs when <i>V</i><sub>s</sub> < -3 V or <i>V</i><sub>s</sub> > + 3 V and allows access to reactive radical species under exceptionally mild conditions. This transfer can effectively ‘switch on’ a sequence leading to formation of oligomers of defined size distribution due to the on-surface confinement of reactive species. Our approach enables new ways to initiate and control radical oligomerisations with tunnelling electrons, leading to molecularly precise nanofabrication.

scholarly journals Best Value Procurement/Performance Information Procurement System Development

2011 ◽  
Vol 3 (1) ◽  
pp. 12 ◽  
Author(s):  
Dean Kashiwagi
Keyword(s):  
The Netherlands ◽  
System Development ◽  
Measurement Theory ◽  
State University ◽  
Arizona State University ◽  
Performance Information ◽  
Information Measurement ◽  
Best Value ◽  
Procurement System ◽  
And Control

Best Value Procurement/Performance Information Procurement System (BVP/PIPS) has been developed by Dean Kashiwagi and the Performance Based Studies Research Group (PBSRG) from 1991 - 2010. BVP/PIPS is a licensed technology from Arizona State University that includes a deductive logic called Information Measurement Theory (IMT), an industry structure model which shapes the PIPS functions, and a process and structure that transfers risk and control to expert vendors. The BVP/PIPS has gone through numerous stages: the performance information centered PIPS (1994-2001); the PIPS testing phase (2001-2005); and the implementation stage (2005-2009); and the theoretical refinement and standardization of BVP/PIPS technology (2010). BVP/PIPS was introduced into the Netherlands in 2005 by a large general contractor Heijmans, the Rijkeswaterstaat, and aggressively proliferated by Scenter and others. BVP/PIPS usage in the Netherlands is modified to fit within the European procurement law. However, the main advantage of PIPS is the IMT based philosophy of minimized management, direction, and control of expert vendors.

Components of Project Management Maturity Impacting Project, Program, Portfolio, and Organizational Success

2018 ◽  
pp. 128-152 ◽  
Author(s):  
Robert Chee Choong Gan ◽  
Christina May May Chin
Keyword(s):  
Organizational Performance ◽  
Project Success ◽  
Organizational Success ◽  
Direct Impact ◽  
Project Implementation ◽  
Maturity Models ◽  
New Approach ◽  
And Performance ◽  
The Many ◽  
Definition Of

Due to alarmingly high failure rates attributed to either a lack of project implementation or if implemented, poor results in organizations, many PM consulting organizations have begun developing their own PM maturity models (PM3) to assess organization maturity level, to identify their clients' PM maturity gap, and to provide a pathway by which their clients could move up the maturity scale and performance. Despite the many claims of PM3 assessment capabilities, the lack of success in market adoption of PM3 models suggests the need for more studies to identify if these are due to the many definition of project success, the lack of consensus of what the components of PM3 should be, or the increasing expectations of the PM community. Thus, this chapter aims to identify the reasons behind differing organizations' views on the dimension of project success, components of PM3's direct impact on organizational performance, and how PM maturity can be measured and correlated to the various level of organizational success with a new approach known as DPM3.

scholarly journals Application of Flexible Display Technology to Low Cost Multiplexed Point-of-Care Medical Diagnostic Testing

2016 ◽  
Vol 2 (3_suppl) ◽  
pp. 14s-14s
Author(s):  
Benjamin A. Katchman ◽  
Joseph T. Smith ◽  
Jennifer Blain Christen ◽  
Karen S. Anderson
Keyword(s):  
Intellectual Property ◽  
Limit Of Detection ◽  
Point Of Care ◽  
Low Cost ◽  
Manufacturing Technology ◽  
Analytical Sensitivity ◽  
State University ◽  
Arizona State University ◽  
New Approach ◽  
Display Technology

Abstract 62 One of the key roadblocks limiting the transition of high-sensitivity and high-specificity point-of-care technologies from the research laboratory to wide spread use is the availability of a low-cost-high-volume manufacturing technology. This work presents a new interdisciplinary approach combining low cost commercial display manufacturing technology with programmable high density protein microarray printing technology to fabricate disposable point-of-care immunosensors with clinical level sensitivity. Our approach is designed to leverage advances in commercial display technology to reduce pre-functionalized biosensor substrate costs to pennies per cm2, as well as to leverage the display industry’s ability to manufacture an immense number of low cost consumer electronic products annually. For this work, we demonstrate that our new approach can offer diagnostic sensitivity at or below 10 pg/mL, which approaches the lower limit of detection of typical clinical laboratory instrumentation. Our new approach is also designed to overcome the limited analytical sensitivity of existing POC devices (>100x improved sensitivity). It also contains new capability for multiplexed biomarker detection (>10 antigens) in a single low cost POC device through an innovative disposable and scalable architecture, based on flat panel display technology. Here, we demonstrate multiplexed detection of antibodies to the HPV16 proteins E2, E6, and E7, which are circulating biomarkers for cervical as well as head and neck cancers. This detection technology has 100 percent correlation to our current laboratory-based measurement instrumentation. AUTHORS' DISCLOSURES OF POTENTIAL CONFLICTS OF INTEREST: Benjamin A. Katchman Patents, Royalties, Other Intellectual Property: Arizona State University Joseph T. Smith Patents, Royalties, Other Intellectual Property: Arizona State University Jennifer Blain Christen Patents, Royalties, Other Intellectual Property: Arizona State University Karen S. Anderson Stock or Other Ownership: Provista Diagnostics Consulting or Advisory Role: Provista Diagnostics Patents, Royalties, Other Intellectual Property: Arizona State University

The Past and Future of Motor Learning and Control: What Is the Proper Level of Description and Analysis?

2014 ◽  
Vol 3 (1) ◽  
pp. 38-43 ◽  
Author(s):  
Howard N. Zelaznik
Keyword(s):  
Motor Learning ◽  
Research Area ◽  
Movement Behavior ◽  
Implicit Assumption ◽  
Task Constraints ◽  
The Past ◽  
Current Path ◽  
Motor Learning And Control ◽  
And Performance ◽  
And Control

Over the past 40 years the research area of motor learning and control has developed into a field closely aligned with information processing in neuroscience. The basic, implicit assumption is that motor learning and control is the domain of the brain. Several crucial studies and developments from the past and the present are presented and discussed that highlight this position. The future of following that current path is discussed. Then, the case is made that the control of movement is not just a brain process, and thus scientists in kinesiology need to study movement behavior at a coarser level of analysis. Motor control in kinesiology should use the Newell framework and thus should examine the nature of individual attributes, environmental information, and task constraints on learning and performance of motor skills.

scholarly journals Agile-Stage-Gate Approach: Exploratory Research on the Structure, Roles, and Responsibilities

2021 ◽  
Vol 8 (1) ◽  
pp. 39-90
Author(s):  
Ali Eljayar ◽  
Jeff S Busch
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Hybrid Approach ◽  
Exploratory Research ◽  
New Approach ◽  
Roles And Responsibilities ◽  
Software Products ◽  
And Performance ◽  
Fixed Structure

One of the most prominent methodologies gaining recognition in recent years is the Agile-Stage-Gate approach. The relatively new hybrid model is a combination of the Stage-Gate and the Agile-Scrum models. Several companies already using the Stage-Gate process have recently adopted the Agile-Stage-Gate approach to improve product development and project management. However, each of these companies has added their adjustments and modifications to the new approach in order to accommodate their specialized needs and to achieve the goals that are unique to their company. Therefore, no fixed structure or standardized features have been explicitly assigned to this hybrid approach. Instead, each company has added on different features and manipulated the new approach to fit whatever needs arise from moment to moment. This ambiguity leads to the question of whether the structure, roles, and responsibilities of this new approach can be defined and if so, how these clear and consistent definitions can improve productivity, efficiency, communication and market response time. The purpose of this study is to explore the structure, roles, and responsibilities within this new approach and to identify patterns that emerge during the product development and project management processes. The research questions presented were administered and examined through a qualitative survey. Fifty-two complete responses were collected from experienced individuals who have varying degrees of experience with the Agile-Stage-Gate approach. These findings revealed many similarities and differences between the structure, roles, and responsibilities of this approach, which were also dependent on the product and project type being considered. The most apparent similarities between roles and responsibilities were found in the case of software products and new product development projects. The Agile-Stage-Gate approach has also had a significant and undeniable impact on team communication and performance and was shown to improve overall quality and productivity. Keywords: agile, stage-gate, customer, scrum, sprint, hybrid, ideation, combination products, backlog, retrospective

scholarly journals Changes Required to Sustain a Best Value Environment

2020 ◽  
Vol 7 (1) ◽  
pp. 26
Author(s):  
Antoinette Bos ◽  
Dean Kashiwagi ◽  
Isaac Kashiwagi
Keyword(s):  
Risk Mitigation ◽  
Professional Services ◽  
Main Stream ◽  
Full Time ◽  
State University ◽  
Arizona State University ◽  
Best Value ◽  
Private Entity ◽  
And Control

The BV environment was introduced into the Netherlands in 2004. By 2008 testing was being done by a partnership between Arizona State University and Scenter (private entity led by Sicco Santema). In 2010, the $1B fast track projects were procured by the Rijkswaterstaat, using the Best Value Procurement. By 2015, instead of the BV approach being treated as just another option, NEVI, the Dutch professional procurement group (third largest procurement group in the world) designated the Best Value Procurement as one of the main stream procurement approaches, and hired a full time Director to guide their Best Value Procurement training programs. However, in three major areas: IT delivery, professional services and the medical arena, buyers and larger-traditional vendors were having difficulty adapting to the approach. The BV approach utilizes the expertise of experts to replace the need for owner management, direction and control (MDC). However, a stumbling block occurred, when a “Best Value” vendor was selected, but did not have their detailed plan as a baseline from which they could identify risk that was outside of their control, their risk mitigation plan, and a simple way to create transparency to help the client/user. This is a case study that shows how the Best Value Approach was requiring a paradigm shift with both the user and the vendor, which neither party was well-prepared for.

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