The Strategic Project Leader

2014 ◽  
Author(s):  
Jack Ferraro
Keyword(s):  
Project Leader ◽  
Strategic Project

Strategic project leadership: quale sarà il futuro?

2015 ◽  
pp. 27-29
Author(s):  
Federico Minelle ◽  
Claudia Spagnuolo
Keyword(s):  
Project Leadership ◽  
Strategic Project

STUDY OF THE ORGANIZATION ADAPTIVITY RATE CORRELATION IN RELATION TO ITS INTERNAL INTEGRITY

2020 ◽  
Vol 3 (4) ◽  
pp. 292-304
Author(s):  
Inna O. Hordieieva ◽  
Valentina M. Molokanova
Keyword(s):  
Project Management ◽  
Stable State ◽  
Evolutionary Development ◽  
Current State ◽  
Modern Project ◽  
Development Processes ◽  
Methodological Principles ◽  
Internal Integration ◽  
Strategic Project ◽  
Rate Correlation

The focus of modern project management is increasingly shifting from the management of individual projects to the management of strategic project-oriented development of organizations. Now there is a need to pay more attention to project management as a universal tool for the development of systems at any level. The aim of the article is to study the processes of organization adaptation to constant changes through a synergetic portfolio of projects based on a strategic plan for the development and evolution of the organization. The spiral movement of systems development for studying development processes is considered: the process of transition of an organization from one stable state to another, the process of radical changes that accompanies innovation, as well as the processes of growth and development of crisis phenomena. The methodological principles of the organization evolutionary development management through the implementation of portfolio using its methods and tools are considered. It is proposed to manage the organization evolutionary development by building actions in the form of a synergistic portfolio of appropriate projects content, in order to increase the value of the entire portfolio of projects over the value of individual projects. The synergetic portfolio of projects is seen as a tool for a harmonious transition to the desired evolutionary state, by preserving the internal integrity of the organization and ensuring its sustainability. A mathematical model for estimating the desired properties and relations of the organizational synergetic portfolio of projects is proposed, which allows to determine and minimize the magnitude of the evolutionary goals inconsistency and to stabilize the current state of organization. It is determined that the two main tasks of any organization - external adaptation and internal integration - constantly push the organization to evolutionary development. The article proposes the author's approach to managing the organization evolutionary development through a portfolio of projects identifies indicators of adaptation of the organization to changes in the environment, defines the conditions for maintaining the integrity of the organization in the process of organizational changes.

scholarly journals Du projet stratégique sino-soviétique au projet stratégique sino-américain : la Nouvelle Chine en quête d’une stratégie d’accès à l’influence planétaire

2005 ◽  
Vol 10 (4) ◽  
pp. 757-795
Author(s):  
Claude Cadart
Keyword(s):  
United States ◽  
Foreign Policy ◽  
The United States ◽  
Chinese Foreign Policy ◽  
Cultural Dimension ◽  
Deng Xiaoping ◽  
White House ◽  
Strategic Project ◽  
Near Future

« From the Sino-Soviet strategic project to the Sino-American strategic project » is a purposely schematic interpretative essay on the evolution of Chinese foreign policy from 1949 to 1979 with emphasis on, the latter phase of that evolution, that of the 1969—1979 period, and more particularly on the last year of that decade, 1979. The project, both defensive and offensive, of American and Chinese co-leadership of the planet that Mao had undertaken to carry out in 1971-1972 with the encouragement of Nixon had to be more or less put aside from 1973 to 1978 because of the seriousness of the domestic crises that were successively shaking both China and the United States during those years. In 1978—79, it was able to be reactivated by Deng Xiaoping who sought, with the benediction of the White House, to add an economic and a cultural dimension to Us diplomatic and strategic dimension. It is unlikely however in the near future that the United States will consider China as other than an auxiliary aspect of the fundamental game of their relations with the most powerful of their adversary-partners, the U.S.S.R. As in the case of the Sino-Soviet strategic project that China promoted from 1949 to 1959, the Sino-American strategic project that China has sought to « sell » the United States since 1969 has not, therefore, much chance of success.

scholarly journals STRATEGI PEMBERDAYAAN SDM SEKRETARIAT DPRD DALAM PELAYANAN PENYUSUNAN POKOK-POKOK PIKIRAN DPRD SEBAGAI SARANA PERJUANGAN ASPIRASI MASYARAKAT

2020 ◽  
Author(s):  
kahar adi wibowo
Keyword(s):  
Regional Development ◽  
Good Governance ◽  
Routine Activity ◽  
Project Leader ◽  
Regional Government ◽  
Input Process ◽  
Government Administration ◽  
The Republic ◽  
Financial Administration ◽  
Main Ideas

ABSTRACTDPRD is a regional people's representative institution and is domiciled as an element of regional government administration that has legislative, budgetary and supervisory functions. The existing budget function together with the regional head compiles and establishes the APBD annually.The DPRD Secretariat is an element of service to the DPRD which has the task of carrying out secretarial administration, financial administration, supporting the implementation of the DPRD's duties and functions, and providing and organizing the expertise needed by the DPRD in accordance with regional financial capabilities. Facilitating the Compilation of DPRD Principles is a routine activity that is carried out annually by the DPRD Secretariat. Input process Main ideas of DPRD begins with the implementation of DPRD Recess activities in the context of Socialization of APBD Implementation and Absorption of Community Aspirations in this case the constituents of each Board MemberThe change action carried out by the project leader is expected to be able to provide changes in creating good governance by creating a harmonious relationship between the Executive and the Legislature as the organizer of the government.No more DPRD members must be named suspects because of the budget aspirations translated into programs and activities not contained and discussed in the DPRD Principles and not synergized with the Regional Development Plan (RKPD) and RPJMD.The implementation of development activities can be carried out properly in accordance with stages and regulations in order to realize national goals in the interests of the nation and the Unitary State of the Republic of Indonesia..Kkeywords: DPRD's main thoughts dan Facilitation

scholarly journals Questions in Bantu languages: prosodies and positions

2011 ◽  
Vol 55 ◽  
pp. 182
Author(s):  
Laura J. Downing
Keyword(s):  
Doctoral Student ◽  
Project Leader ◽  
Research Teams ◽  
Bantu Languages ◽  
Bantu Language ◽  
Formal Syntax ◽  
Wh Questions ◽  
Cooperative Project

The papers in this volume were originally presented at the Workshop on Bantu Wh-questions, held at the Institut des Sciences de l’Homme, Université Lyon 2, on 25-26 March 2011, which was organized by the French-German cooperative project on the Phonology/Syntax Interface in Bantu Languages (BANTU PSYN). This project, which is funded by the ANR and the DFG, comprises three research teams, based in Berlin, Paris and Lyon. The Berlin team, at the ZAS, is: Laura Downing (project leader) and Kristina Riedel (post-doc). The Paris team, at the Laboratoire de phonétique et phonologie (LPP; UMR 7018), is: Annie Rialland (project leader), Cédric Patin (Maître de Conférences, STL, Université Lille 3), Jean-Marc Beltzung (post-doc), Martial Embanga Aborobongui (doctoral student), Fatima Hamlaoui (post-doc). The Lyon team, at the Dynamique du Langage (UMR 5596) is: Gérard Philippson (project leader) and Sophie Manus (Maître de Conférences, Université Lyon 2). These three research teams bring together the range of theoretical expertise necessary to investigate the phonology-syntax interface: intonation (Patin, Rialland), tonal phonology (Aborobongui, Downing, Manus, Patin, Philippson, Rialland), phonology-syntax interface (Downing, Patin) and formal syntax (Riedel, Hamlaoui). They also bring together a range of Bantu language expertise: Western Bantu (Aboronbongui, Rialland), Eastern Bantu (Manus, Patin, Philippson, Riedel), and Southern Bantu (Downing).  

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