Specifications of Participatory Budgeting in Visegrad Group States and Possible Implementations for Slovakia

Participatory budget is an innovative tool for public policymaking, which is characterized by the particpation of residents of territorial administrative units. In the paper, authors focus on the evaluation of the participatory budget within the Visegrad Group, which is linked by specific ties due to the special development of this geopolitical area after the political and social changes in the late 1980s. Identifying the specifics of participatory budgeting in Poland, the Czech Republic, Hungary, and Slovakia is set as the main goal of the article, specifically evaluating the pilot project model, analysing the legislative framework, which regulates participatory budgeting, and extending this tool at the local level in terms of current statistics. As for the pilot projects, the authors identified differences in the following indicators: initiator of its implementation; participation of citizens and their position and powers in project design; participation in the decision-making on projects in terms of voting; whether a direct physical vote or online form was used. In addition, the authors evaluate the legal framework of the selected states in terms of presence of the primary or secondary regulation. Finally, the quantitative development of participatory budgets is monitored, while the potential impact of the COVID-19 pandemic is also reflected in the paper. Based on the data from other states of the Visegrad Group, in the final chapter the authors present optimization proposals, which they consider applicable in Slovakia. The authors identified at least three possible ways of amending the current Slovak legislation in order to improve the implementation of the participatory budget. The paper specifies the shortcomings in the form of low citizen participation in the drafting phase and in the voting process. The paper also identifies the same bottom-up implementation process in all V4 member countries. Poland is the only V4 country that has enshrined primary legislation on participatory budgets in its legal system.

Latent Errors and Visible Earned Value: How the Evolutionary Model Integrates Earned Value Metrics with Project System Dynamics

A project model is presented that weaves together ideas from earned value project management and systems dynamics. It is able to adjust to increasingly unhealthy actual project behaviors in ways that preserve the signature pattern of the staffing histograms observed in the real world and provide a tool for managers to correct projects that are not meeting the plan. Starting from the planned staffing histogram and the project performance baseline, the model captures the delay and cost of experience dilution, includes the unplanned-for effort that is revealed in the typical pattern of the Cost Performance Index, assesses progress using the actual cost to date and the earned value to date, and adjusts staffing, scope, or both, to complete the project on schedule. A new method of approximating work remaining, called project-to-date, is shown to track the planned staffing histogram better than the commonly used fraction-complete method.

FORECASTING THE DIRECTIONS OF MODERNIZATION OF ECONOMIC SECTORS AND REGIONS OF THE COUNTRY DURING THE DEVELOPMENT OF THE EIGHTH TECHNOLOGICAL ORDER

The subject of the article is forecasting the directions of modernization of economic sectors and regions of the country during the development of the eighth technological order (ETO); the object of the article is the 8th technological order in the economy of the country; the purpose of the work is to reduce the risks of sustainable development of the economy and society during the formation of the eighth technological order; to achieve this goal, the following tasks are solved: synthesis of a systematic and descriptive model of the 8th technological order (ETO); formation of sectoral system models of scientific and technological development (fuel and energy complex, military-technical sphere, country region); formation of a project model of organizations' activities; comparative analysis of process and subject models of organization functioning; analysis of factors and methods of synthesis of innovative ideas during the formation of the 8th technological order; comparative analysis of three conceptual approaches in the modernization of the economy (theory of technological orders; ecosystem approach; concepts of convergent (nature-like) technologies); description of methods for modeling innovative projects; study of methods for forming an innovative project business plan; scientific methods in the article are historical analysis; theory of technological orders, theory of forecasting and planning, heuristic synthesis, modeling, logical and structural analysis of projects, expert assessments; scientific novelty of the article is determined by: development of methods for forecasting the processes of modernization of economic sectors and regions of the country; comparative analysis of three concepts of modernization (theory of technological orders; ecosystem approach; the concept of the development of nature-like technologies); the development of a conceptual approach to the modernization of large technological systems within the framework of the theory of technological orders.

Suit model canvas: modelo visual de gestão de projetos para escritórios de advocacia

Métodos visuais para gerenciamento de projetos buscam substituir o excesso de texto por elementos visuais que sintetizam o essencial para o projeto, proporcionando agilidade, dinamismo, melhoria na comunicação, entre outros benefícios. Este trabalho propõe um modelo visual de gestão de projetos para escritórios de advocacia aplicado ao planejamento de casos jurídicos (suits). A metodologia utilizada foi dividida em quatro etapas, onde a primeira apresenta uma revisão bibliográfica dos métodos visuais para gestão de projetos com ênfase no Project Model Canvas (PMC), assim como trabalhos relacionados. A segunda etapa aborda o desenvolvimento do modelo visual para planejamento de casos jurídicos, denominado Suit Model Canvas (SMC), a partir do mapeamento dos elementos indispensáveis ao planejamento destes casos em relação aos componentes do PMC, e seguindo com a elaboração visual do modelo. A terceira etapa propõe a aplicação do modelo num caso real, e a última etapa propõe a validação do modelo por meio de pesquisas com profissionais da área jurídica. Como resultado obteve-se o modelo proposto validado por uma amostra de 39 advogados, os quais demonstraram uma grande aceitação do modelo, pois 97% afirmaram que utilizariam em seus casos jurídicos. Conclui-se que o modelo apresentou uma aceitação satisfatória pelo público-alvo, podendo trazer benefícios para a advocacia com a melhoria do planejamento de casos jurídicos, bem como contribuir para disseminação dos conceitos e práticas da gestão de projetos na área jurídica, ampliando os conhecimentos e experiências, podendo proporcionar novas teorias para o avanço da gestão.

A Security-Specific Knowledge Modelling Approach, Software Practices, and Data Centre Infrastructure for Securing Software Engineering Technologies

The advancement of emerging technological tools in software engineering is an important element in the design and development of software systems. In this paper, we present an analysis of theory and practice including methodology of software products for both large and complex requirements and development analysis, and synthesis. The paper is presented in two folds: Part-I describes a security-specific knowledge of modelling approach for securing software engineering and typical projects implemented in data centre infrastructure. In relation to software engineering practice and theory, we analysed the key parameters indicators of software development projects and the elements of a system that encapsulate the customer, developer, and the researcher as stakeholders in a software development project, whereas the elements of a system entail computer, data validation, mailroom, and computation with paychecks and pay-information. The modelling process and life cycle model includes some major processes in software development such as users’ resources, production of the final product, subprocesses with hierarchy links, process activity, guiding principles, and outcomes of a software requirement specification. In Part-II, an overview of data centre infrastructure and with some schematic illustration for each phase of the construction and implementation of a data centre. The project involves a system and process that creates it with prepare, design, acquire, and implement as a process model whereas actors create the project model. In the context of data centre life cycle model, prepare and design form the construct or build phase, and maintainability and optimization form the engineering phase. All these formulates the project model as the building blocks of data centre. The business need for the construction of the data centre (prepare, design, acquire, and implement) are the knowledge-based of the process model phases to produce an overall system we called the four phases of data centre project process.

CONTRIBUIÇÕES DO PROJECT MODEL CANVAS NA REELABORAÇÃO DO PROJETO POLÍTICO PEDAGÓGICO

Este artigo discorre sobre uma metodologia de elaboração de projetos chamada Project Model Canvas (PMC) e teve como objetivo geral investigar como o PMC pode contribuir para o processo de elaboração ou reelaboração do Projeto Político Pedagógico (PPP). São objetivos específicos deste estudo: expor as orientações legais sobre a estruturação do PPP; compreender a composição e funcionalidade do PMC e apresentar o PMC como instrumento mediador na produção do PPP. Utilizou-se a abordagem qualitativa apresentando um caráter exploratório e utilizando-se da pesquisa bibliográfica e documental para a estruturação da investigação. É necessário ressaltar que, este estudo não possui a intenção de deslegitimar as diversas formas de desenvolvimento do Projeto Político Pedagógico, mas antes, carregou-se a intenção de apresentar uma alternativa simples, prática e possível de organização para a elaboração de um documento basilar no plano escolar. E assim, conforme a organização proposta pelo PMC, espera-se que essa metodologia contribua de modo eficaz para elaborar e reelaborar o PPP escolar.

Uncertainty and Investment Choice in a Real-Options Model of the Firm

<p>A firm must consider many factors when adopting an investment policy including, but not limited to the size, scope, and cost of each investment, as well as the firm's financial condition. The multitude of considerations makes optimal decision-making much more complex than is indicated by standard real-option models of investment. This thesis investigates the behaviour of a cash-constrained firm that has access to two distinct investment opportunities. Such a firm must not only choose the timing of each investment, but often it must also choose between investments. When compared with similar one-project models of the past, the introduction of an additional investment opportunity alters the general results in a variety of ways. If one of the projects has a high yield, and therefore a quick payback period, this project can provide benefits over and above its NPV as the cash it generates relaxes future capital constraints for follow-up investment. When the firm is sufficiently constrained, this can lead to an investment policy where high-yield low-NPV projects are implemented instead of lower-yield higher-NPV projects, a direct deviation from the NPV rule. If one of the projects can raise a relatively large proportion of its value as collateral for investment, then the constrained firm will at times accelerate investment in this project in order to free up cash reserves for the other opportunity. In single-project models, when the firm is able to invest in a low NPV project, the value of additional cash is low. This is because the project will be delayed regardless of the level of cash. However, when the firm has a second investment opportunity, if one project has a low NPV and the other a high NPV then additional cash is beneficial to the firm. The two-project model also provides insights into how resources should be allocated if the constrained firm decides to split and operate the projects as separate firms. When cash is low, more resources should go to the spin-off with the high NPV project in order to give it the best chance of being initiated. However, when cash is high, disproportionately more resources should go to the spin-off with the lower NPV project as investment in the higher NPV project is likely to occur without the help of additional resources.</p>

Uncertainty and Investment Choice in a Real-Options Model of the Firm

<p>A firm must consider many factors when adopting an investment policy including, but not limited to the size, scope, and cost of each investment, as well as the firm's financial condition. The multitude of considerations makes optimal decision-making much more complex than is indicated by standard real-option models of investment. This thesis investigates the behaviour of a cash-constrained firm that has access to two distinct investment opportunities. Such a firm must not only choose the timing of each investment, but often it must also choose between investments. When compared with similar one-project models of the past, the introduction of an additional investment opportunity alters the general results in a variety of ways. If one of the projects has a high yield, and therefore a quick payback period, this project can provide benefits over and above its NPV as the cash it generates relaxes future capital constraints for follow-up investment. When the firm is sufficiently constrained, this can lead to an investment policy where high-yield low-NPV projects are implemented instead of lower-yield higher-NPV projects, a direct deviation from the NPV rule. If one of the projects can raise a relatively large proportion of its value as collateral for investment, then the constrained firm will at times accelerate investment in this project in order to free up cash reserves for the other opportunity. In single-project models, when the firm is able to invest in a low NPV project, the value of additional cash is low. This is because the project will be delayed regardless of the level of cash. However, when the firm has a second investment opportunity, if one project has a low NPV and the other a high NPV then additional cash is beneficial to the firm. The two-project model also provides insights into how resources should be allocated if the constrained firm decides to split and operate the projects as separate firms. When cash is low, more resources should go to the spin-off with the high NPV project in order to give it the best chance of being initiated. However, when cash is high, disproportionately more resources should go to the spin-off with the lower NPV project as investment in the higher NPV project is likely to occur without the help of additional resources.</p>

Key Elements for Engaging Dairy Farmers in Action Towards Healthy Waterways: a Case Study in the Aorere Catchment, New Zealand

<p>Over the past few years, there has been increasing attention in New Zealand drawn to the pollution of water bodies from dairy farm effluent, and ways to mitigate this. The aim of this research is to identify the key elements involved in engaging farmers in community based action to mitigate agricultural water pollution. The study examines a Landcare project that has shown signs of apparent success, entitled the Aorere Catchment Project (ACP), in Golden Bay, New Zealand. The ACP was initiated after the Aorere River was found to have high pathogen levels, likely resulting from dairy farm runoff. This research evaluates the projects apparent success, and follows the evolution of the project to gain an understanding of the key success factors in engaging farmers. Surveys of dairy farmers in the Aorere valley were undertaken in 2007 and again in 2010 to identify management practices and identify changes in issues and farmer attitudes over this period. This study found that the ACP has had extensive success, both in resolving waterway issues and engaging farmers in action for healthy waterways. The underlying community led philosophy of the project has been vital in the success of this project. The key project principles, ‘farmers as leaders’, and ‘experts on tap not on top’ have contributed greatly to the projects uptake. There are however some catchment specific elements that have aided the apparent success of this initiative. The Aorere catchment project model unchanged would not be suitable for every catchment in New Zealand, as not all the elements of success were under the projects control. The model does however serve as a good example for similar projects in other New Zealand catchments, and also the importance of a suitable indicator of success.</p>

Key Elements for Engaging Dairy Farmers in Action Towards Healthy Waterways: a Case Study in the Aorere Catchment, New Zealand

<p>Over the past few years, there has been increasing attention in New Zealand drawn to the pollution of water bodies from dairy farm effluent, and ways to mitigate this. The aim of this research is to identify the key elements involved in engaging farmers in community based action to mitigate agricultural water pollution. The study examines a Landcare project that has shown signs of apparent success, entitled the Aorere Catchment Project (ACP), in Golden Bay, New Zealand. The ACP was initiated after the Aorere River was found to have high pathogen levels, likely resulting from dairy farm runoff. This research evaluates the projects apparent success, and follows the evolution of the project to gain an understanding of the key success factors in engaging farmers. Surveys of dairy farmers in the Aorere valley were undertaken in 2007 and again in 2010 to identify management practices and identify changes in issues and farmer attitudes over this period. This study found that the ACP has had extensive success, both in resolving waterway issues and engaging farmers in action for healthy waterways. The underlying community led philosophy of the project has been vital in the success of this project. The key project principles, ‘farmers as leaders’, and ‘experts on tap not on top’ have contributed greatly to the projects uptake. There are however some catchment specific elements that have aided the apparent success of this initiative. The Aorere catchment project model unchanged would not be suitable for every catchment in New Zealand, as not all the elements of success were under the projects control. The model does however serve as a good example for similar projects in other New Zealand catchments, and also the importance of a suitable indicator of success.</p>