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Managing and Controlling Construction Delays

using Guild Management Techniques

 

STUDENT PAPER

By RAMA SUBBU Naveen Aravind

SKEMA Business School

Paris, France

 


 

ABSTRACT

The construction industry is a noteworthy catalyst to the development of the country’s financial advancement. The frequent delay of the substantial construction project has been a wonder and it impacts the execution of the vital planning. This paper introduces the discoveries of study of prevailing reason for delays in construction project in the point of view of project management. The outcome uncovered that the five most huge defer causes as observed by were income and budgetary troubles looked by contractual workers, temporary worker’s poor site management, deficient contractual worker encounter, lack of site specialists and inadequate arranging and booking by contract workers. All the causes are gathered into 5 main causes such as 1) project category, which grouped factors related with the project itself; (2)human category, involving the factors affecting the laborers;(3) management or organizational category for those factors referred to planning, management, scheduling and supervising issues; (4) materials and tools category, grouping factors related with the supply or shortage of materials, tools, equipment or machinery; and finally (5) environmental factors category[1]. Ideally, the discoveries of this examination will at any rate shade a few lights to the issues looked by expansive development venture and exertion can be taken to enhance it.

Keywords:      Construction, Control, Delay, Planning, Project Management, Time Overrun, Building Information Modeling (BIM)

INTRODUCTION

Construction is one of the major industries worldwide.”[2] The construction industry is about to reach an “estimated $10.5 trillion by the next 5 years, and it is forecast to grow at 4.2% from 2018 to 2023.[3]” Although development extends worldwide in developing countries construction industry faces major issues with the delay in construction is one of the significant issues. According to the Guild of Project Controls Compendium and Reference (GPCCAR) “the construction stages, operates through the life span such as 1. Owner practitioner 2. EPCC or Design>Build Contractor and 3. “Design>Bid>Build” or Firm Fixed Price Contractor[4]

Figure 1. Process grouping in Project life span phases[5]

In this the owner practitioner operates throughout the Asset life cycle. And the contractor practitioner operates in a smaller cycle i.e. within the project life cycle. In figure 1 phases 1, 2, 3, 4, 5, 6, 7 represents the “Asset life cycle” and only three phases represent “Project life cycle”. Phase 1 is exploring several concepts i.e. to brainstorm several concepts, ideas and developing the initial schedules, cost estimates and budgets. Phase 2 is doing the feasible analysis on all the best ideas and narrow it to 2 to 3 best suitable options. In phase 3 select the best options that suits the project with all the stakeholders and practitioners. This is the starting of the “project life cycle”. Step 4 is the initiation of the project. Refine the project plan, scope, risk, schedule and budget in this phase. Phase 5 is to execute the project as per the plan. The phases 6 and 7 are the “Operate” and “Disposal” phases. Since Project Control specialists can assume two jobs – as Subject Matter Experts (Phases 1, 2, 6 and 7) OR as Key Project Team Members (Phases 3, 4 and 5) our jobs and duties will change and will be characterized by the requirements of the project sponsors and additionally project managers, contingent on the stage we are in. Despite which stage we are in, the essential expectations that we are dependable to create are information and the related examination and projections to empower that Phase to advance.[6]

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Aravind, R.S.N. (2019). Managing and Controlling Construction Delays using Guild Management Techniques, PM World Journal, Vol. VIII, Issue VII, August.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/08/pmwj84-Aug2019-Aravind-managing-and-controlling-construction-delays.pdf

 


 

About the Author


RAMA SUBBU Naveen Aravind

Paris, France

 

 

Naveen Aravind is a Civil Engineering professional with 2+ years of experience in construction and construction management. Born in Tamil Nadu, India, he studied Engineering practices and gained a bachelor’s degree in civil engineering in India, before starting his master’s degree he worked as a civil engineer in India for 2 years and then he got an opportunity to work in an International exposure as a Civil Engineer in Oil and Gas sector in Oman. He further continued his studies by doing master’s in project management and Business Development in France. In his course he was doing International Contract Management under the tutorage of Dr Paul D. Giammalvo, CDT, CCE, MScPM, MRICS, GPM-m Senior Technical Advisor, PT Mitrata Citragraha, to attain Guild of Project Controls certification.

Naveen Aravind lives in Paris, France and can be contacted at aravindhnaveen1@gmail.com

 

[1] Labor Productivity in the Construction Industry -Factors Influencing the Spanish Construction Labor Productivity. (2018). Retrieved from https://waset.org/publications/9999560/labor-productivity

[2] World Construction Industry | Economy Watch. (2018). Retrieved from http://www.economywatch.com/world-industries/construction/world.htm

[3] Markets, R. (2018). Growth Opportunities for the Global Construction Industry 2018-2023 – A Potential $10.5 Trillion Market. Retrieved from https://www.prnewswire.com/news-releases/growth-opportunities-for-the-global-construction-industry-2018-2023—a-potential-105-trillion-market-300578103.html

[4]GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR) | Project Controls – planning, scheduling, cost management and forensic analysis (Planning Planet). (2018). Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

[5] GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR) | Project Controls – planning, scheduling, cost management and forensic analysis (Planning Planet). (2018). Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

[6] GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR) | Project Controls – planning, scheduling, cost management and forensic analysis (Planning Planet). (2018). Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

 

 

A cause of many conflicts between clubs and athletes:

Contract negotiation

 

STUDENT PAPER

By William Vermersch

SKEMA Business School

Lille, France & Germany

 


 

ABSTRACT

The objective of this paper was to understand the conflicts between clubs and athletes, particularly on contract negotiation, and also to analyze the different alternatives for resolving an emerging conflict. Indeed, conflicts are regular in this environment and not always well negotiated by both parties, which sometimes harms internal club relations. Can conflicts in contract negotiations lead to a deadlock in the project of clubs and players?

In order to address this issue, we have focused at the heart of this paper on understanding and analyzing the most appropriate alternative for conflict resolution. We performed a root case analysis to find the most important cause. Since then, we have used specific tools and techniques such as a non-compensatory model, a multi-attribute decision making grid, a matrix analysis and an additive weighting technique model. Thanks to these tools we were able to establish a ranking of scoring attributes, alternatives and we were finally able to find the best alternative dispute resolution. Then we built a Pareto analysis to highlight the impact of conflicts with and without prevention.

At the end of my paper, we discovered that Prevention was the best alternative resolution thanks to many features in the following paper. Other alternatives remain of course interesting to resolve conflicts such as standing neutral or non-binding solution.

Key words: Players, Clubs, Trainers, Salaries, Disputes, Meetings, Solutions, Sport Management, Negotiations, Interests, Clashs

INTRODUCTION

High-level sports have the same complexity as many other project portfolios and are perfectly aligned with the Guild’s definitions:

Figure 1: Club as a project portfolio[1]

By talking more precisely about the assets of sport, we can also divide them into five types:

Figure 2: The assets of the club[2]

“Driven by strong growth (estimated at nearly 4% per year since 2010), the global sports market continues to expand, in line with its development in emerging markets, Asia, the Middle East and Latin America. The rapid growth in its turnover and its international development make the sports sector particularly attractive, as evidenced by the worldwide increase in events such as trade fairs, forums, conferences and international summits dedicated to the sports economy and its many markets: equipment (equipment, textiles, etc.), sports events, sports marketing, speakers, new technologies, media and sports betting”[3].

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Vermersch, W. (2019). A cause of many conflicts between clubs and athletes: Contract negotiation, PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Vermersch-cause-of-many-conflicts-between-clubs-and-athletes.pdf

 


 

About the Author


William Vermersch

Frankfort, Germany
Lille, Fance

 

 

William Vermersch is currently a Master’s degree student at SKEMA Business School on the Lille Campus. William comes from Orsay, he was born in 1996, and has been living in Lille for 3 years. At first, he lived in Orsay, then moved to Troyes in order to attend 2 years of Preparatory Classes, and he was able to enter SKEMA Business School. Previously, he has served as a Project Manager during an entire year running as Vice- President of the Sports Student Office at SKEMA Business School. He is currently doing an internship in Germany in Frankfurt as part of his graduation as a Business Developer in Bettzeit Group. He is moving towards an international sales career and is looking for opportunities in particular in the automotive sector or top-level sport. Thanks to his many experiences in sports and cultural associations, William is a real asset within a group and will be able to adapt to any type of professional situation. He is a certified AgilePm Practitioner. Contact him on: william.vermersch@skema.edu or vermersch.william@gmail.com.

 

[1] By author

[2] By author

[3] No author : http://www.sports.gouv.fr/organisation/organisation-du-sport-en-france/sporteco/Sport-a-l-export/

 

 

Collaboration between Brand Name Beauty and their Subsidiaries:

How to resolve project and contract disputes?

 

STUDENT PAPER

By Agathe Gélis

SKEMA Business School

Paris, France

 


 

ABSTRACT

As the disputes between Brand Name Beauty project and its subsidiaries continue to grow, their impact on projects on cost, time and sustainability become hard to handle for both parties. Indeed, how to manage these situations as they can be challenging but also at high risk for the contractor and the owner? First regarding project management but also contract management by doing the right choice of standardized contract to reduce the disputes and create a win-win relationship. Thus, the main aim of this paper is to explain how to choose the appropriate contract regarding some criteria to prevent the risk and disputes for the project to succeed. To help to do that, the paper uses some resources from other fields (construction, researches, fashion area) and legal contract descriptions to have a better understanding and comparison of the alternatives and how they respond to some projects. Based on some criteria these alternatives (types of contracts) are compared and analyzed by doing some modeling of their impact on these disputes. Finally, according to the results found, one type of contract is clearly the solution of this paper questions and it is the IPD Contract. Indeed, this contract can have a real positive impact if it is well written and followed to solve the dispute between both parties.

Keywords: Dispute resolution, beauty industry, contract, sustainable development, acquisition, diversity of brands, license agreement

INTRODUCTION

“Nowadays, the Beauty industry is valued at 445 billion dollars”[1] and will not stop growing in the next years to come. Indeed, big brand name beauty like L’Oréal, Shiseido, Estée Lauder Companies, Unilever, Coty, P&G or J&J own most beauty companies with license agreement and acquisitions. Current major portfolio changing shape the evolution of these companies. This image from the Business Insider explains clearly all the global brand portfolio today:

Figure 1: “Brand Ownership by Conglomerate”[2]

Parent brands are constantly improving their portfolio management. First, by acquiring new independent brands where every project or program manager must analyze the better investment with high return and low risks for the big brand. But also, found the right team for the job, manage diversity and different cultures people, have the appropriate compensation for them if not, disputes can appear. Thus, the project manager decides to launch some projects with specific brands and teams to create a win-win collaboration. But, “project manager can also decide to reshape completely their portfolio like KAO Japanese cosmetics group”[3]. They have recently reorganized the portfolio management to develop internationally by separating into two groups their brands. One group for the global brands and the other for the regional brands. Then, each project manager focuses on one brand of each group and decide what will be the key priority for the project and strategy to adopt. Thus, their international’s prestige brands Kanebo and Sensai goal is to be expended to other markets and distributed on every channel. All these projects can be a source of disputes between the two parties.

Moreover, through the Deloitte’s study on “Shades for success: influence in the beauty market”[4] of 2017 we will understand why they must change their portfolio management and search for new projects. Indeed, some new challenges are part of this new growth. First, the new demographics with millennials born between 1980 -2000 who are digital consumers, influencers and so becoming the main concern for global brand beauty. Indeed, their consumption habits are leading the way for other generations to follow because it is an example of youth and long-life. The second factor is geography, with growing economies in the Middle East and Africa (10,5%), Asia (10%) or South-Korea and its innovations. Finally, the third factor is a new business model different from traditional beauty brand and based on digital innovations like Birchbox or Glossier. These medium-sized independent brands are putting big brand companies like L’Oréal or P&G at risk by challenging them to appeal to new generations and develop innovative products.

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Gélis, A. (2019). Collaboration between Brand Name Beauty and their Subsidiaries: How to resolve project and contract disputes? PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Gélis-brand-name-beauty-and-subsidiary-collaboration.pdf

 


 

About the Author


Agathe Gélis

Paris, France

 

 

 

Agathe Gélis is a French student in SKEMA Business School in Paris, doing her MSc in Project and Program Management and Business Development. Thanks to this MSc she is now accredited Agile and Prince2 and search to develop its experiences and contacts in project management. Born in the southwest of France, she made two years in “Classe Préparatoires aux Grandes Ecoles de Commerces” to prepare for the entry exam to French Business Schools. When she entered Skema, she went to live in Nice in France for almost two years before doing one semester in Raleigh, North Carolina. She also lived in Costa Rica in 2012 for one year and a half and keep trying to study abroad and in the future work worldwide. Finally, for the past few years, between her studies, she acquired some experiences in real estate area by working in a rental agency for four months, and as a manager in a French wine shop called “Nicolas” for two months.

Agathe Gélis lives in Paris, France and can be contacted at agathe.gelis@skema.edu

 

[1] Decker, M. (2017). This Is Who Owns Your Favorite Beauty Brands. Retrieved from https://www.refinery29.com/beauty-brands-ownership-guide.

[2] Willett, M. (2017). These 7 companies control almost every single beauty product you buy. Retrieved from http://www.businessinsider.fr/us/companies-beauty-brands-connected-2017-7

[3] Kao reorganizes its brand’s portfolio management. (2018). Retrieved from http://www.premiumbeautynews.com/en/kao-reorganises-its-brands,13427

[4] Shades for success Influence in the beauty market. (2017). Retrieved from https://www2.deloitte.com/content/dam/Deloitte/cn/Documents/international-business-support/deloitte-cn-ibs-france-beauty-market-en-2017.pdf

 

 

A Project Management approach:

Study of E-Banking Contracts

 

STUDENT PAPER

By Shikshank Gaur

SKEMA Business School

Paris, France & India

 


 

ABSTRACT

With the span of technology, banks are one of the fastest online moving organisations. The involvement of internet in banking has made the process simpler but the number of complaints (registered by the customers) are gradually increasing. The loopholes which are present in today’s online banking costs some customers a huge amount, a study of contract is necessary to figure out the loopholes.

In this paper I am going to do a detailed study of e-banking contracts and applying the values, skills and techniques of project management to find the feasible alternatives, which in future can improve the experience of banking online.

Keywords:   Customer, Online Banking, Net Banking, Rights, Security, E-Contracts, Blockchain, Risks, Smart contracts.

INTRODUCTION

As we all are aware of online banking systems today, we all have to agree the terms and conditions or a click is required on “I Agree” button before signing into the web portal of online banking or applications. This package of terms & conditions is known as contractor e-contract. The bank assures us the safety of our money instead of this every year thousands of cyber theft and disputes complaints are registered. So, for decreasing the chances of theft and conflicts, there is a need for faster advanced and low-cost contracts or Smart Contracts. In this paper, we will figure out that how smart contracts can replace e-contracts and what are the advantages of smart contracts over e-contracts.

Motivation

Banks are at the pure focus of the money related framework. They go about as delegates between all the four divisions of the economy and all other money-related mediators. They are additionally at the pure focus of the currency showcase, the market for transient obligation and stores, attractive and non-attractive, and the interbank markets. They additionally make the critical payment framework. The banks are one of a kind in that they can create new cash (by new bank loaning), and this is so in light of the fact that money is acknowledged as the method of payment/mode of exchange: bank deposits (notes and coins make up a minor piece of the cash stock). “Along these lines, and different reasons (moral danger, for instance) banks are additionally characteristically unsteady, and require vigorous direction and supervision”[1].

“A bank is characterised as a foundation whose present tasks comprise in giving loan and getting the deposit from the general population”[2]. As Freixas and Rochet author of Microeconomics in Banking said.

With the range of innovation, the banks began to move their business on the web. “Online banking was first presented in the mid-1980s, the clients used to pay $12 per month for dial-up administration which enabled them to keep up electronic chequebook registers, see account balance, exchange assets and best of all electronic creation payments”[3]. “web-based managing an account is an electronic payment system that empowers customers to do direct monetary exchanges on a website worked by the organisation, for example, a retail bank or virtual bank. It additionally alludes as internet banking, e-banking or virtual banking”[4].

Values of project management control moving businesses on the internet and managing them. “Task the board is the use of information, attitudes, strategies and devices to project activities to meet or achieve stakeholders’ expectations and needs” [5].

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Gaur, S. (2019). A Project Management approach: Study of E-Banking Contracts, PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Gaur-project-management-study-of-ebanking-contracts.pdf

 


 

About the Author


Shikshank Gaur

Paris, France

 

 

 

Shikshank Gaur is at present pursuing MSc in Project and Program Management and Business Development from Skema Business School, Paris, France. Born and raised in the biggest democracy on planet, India. He has done his graduation in the field of mechanical engineering. He simply finished his keep going task on A Project Management approach: Study of E-Banking Contracts and searching for the circumstance.

Shikshank lives in Paris, France and can be contacted at mailto:shikshankgaur@gmail.com or mailto:shikshank.gaur@skema.edu

 

[1] Faure, A. (December 2013). Banking: An Introduction. Retrieved From https://www.researchgate.net/publication/259579344_Banking_An_Introduction

[2] Freixas, X., Rochet, J. (2008, March). The Microeconomics of Banking. Retrieved From https://financelecturer.files.wordpress.com/2016/05/microeconomics-of-banking-freixas.pdf

[3] Cronin, M. (1998). Banking and Finance on the Internet. Retrieved From https://books.google.fr/books?id=l94FEs-lMu4C&pg=PA41&lpg=PA41&dq=pronto+home+banking&source=web&ots=EANGZE3BIP&sig=stuB2zgENrZkD8BjiSKOriVABCI&hl=en&sa=X&oi=book_result&ct=result&redir_esc=y#v=onepage&q=pronto%20home%20banking&f=false

[4] Halder, K. (2016, February). A Study on Online Banking in India. Retrieved From https://www.slideshare.net/KoushikHalder4/total-project-report-koushik-58895874

[5] Portfolio of projects, Article01.1.2.1.07, Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

 

Is negotiation the best alternative solution

to resolve conflicts in the food industry?

 

STUDENT PAPER

By Ophélie Dubois

SKEMA Business School

Lille, France

 


 

ABSTRACT 

As conflicts are part of everyone’s life and seem impossible to avoid, why don’t just try to learn the best possibilities to deal with disputes? The purpose of this paper is to analyze the most common causes of disputes in the food industry in order to better understand their roots and find alternatives to reduce, or at least manage at best, these conflicts. Several feasible alternatives of conflict resolution have been compared thanks to conscientiously chosen attributes and with the help of multi-attribute decision making methods to establish the best process of dispute resolution. We found out that the most pacifist alternatives appear to be the best ones; conversely to private binding and litigation, prevention and negotiation score much higher based on compensatory model techniques.

Key words: Disputes, Food Industry, Causes, Conflict Resolution, Project Management,Work Environment, Negotiation

INTRODUCTION

The apparition of new professions such as « chief happiness officers » (CHO)[1] can leads us to question the evolution of the current professional world. What need-s this amusing job title is supposed to answer to? A number of studies show the importance of well-being at work, making us more productive in our job[2]. The idea is to provide a better understanding of the evolving working environment in which we are living, in order to better deal with it. One of the obvious causes of unhappiness at work is conflicts; they are numerous and vary depending on the industry you are working in. In gathering information from different sources and articles to apprehend the multiples causes of disputes in the food industry, and crossing data to understand better the major points of conflicts, their causes and consequences, it is possible to learn how to deal with these disputes in the best possible way.

Considering the definition of a project being “an investment that requires a set of logically linked and coordinated activities performed over a finite period of time in order to accomplish a unique result in support of a desired outcome”[3]; a project for a food services manager is a meal served. Each meal served come from ingredients bought by the manager, that has been cooked by cooks hired by the manager, and served by waiters also hired by the manager, the overall in a defined amount of time and so, meets the definition of a project.

Let’s now have a look at the definition of asset, program and portfolio, applied to the food industry:

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Author last name, first initial (2019). Title, PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Dubois-is-negotiation-best-alternative-for-disputes-in-food-industry.pdf

 


 

About the Author


Ophélie Dubois

Lille, France

 

 

 

Ophélie Dubois is a PGE student in SKEMA Business School following the MSc Project and Programme Management & Business Development (PPMBD). During her studies at SKEMA she had the chance to live six months on the Brazilian campus of the school in Belo Horizonte, and travel around the country. She previously graduated with a Bachelor’s degree in Economics and Management in 2015 from the “Université Lumière Lyon 2″. After that, she lived six months in Amsterdam, where she was working as a Category Manager in a start-up called TravelBird. She then moved to Paris where she worked as an Assistant Product Manager for a global beauty company, COTY.

She lives in Lille, France and can be contacted at ophelie.dubois@skema.edu

[1] LesEchos.fr (June-2017) – Le bien-être au travail incite les salariés à s’engager. Retrieved from: https://www.lesechos.fr/thema/030382984838-le-bien-etre-au-travail-incite-les-salaries-a-sengager-2095725.php

[2] Oswald, Andrew J., Proto, Eugenio and Sgroi, Daniel. (2015) – University of Warwick – Happiness and productivity. Retrieved from: https://wrap.warwick.ac.uk/63228/7/WRAP_Oswald_681096.pdf

[3] Planning Planet (Nov-2015) – Guild of Project Controls Compendium and Reference (CaR) – 1 Controls. Retrieved from: http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

 

 

Dispute in sport negotiations: How to handle it?

 

STUDENT PAPER

By Alexandre Desno

SKEMA Business School

Paris, France

 


 

ABSTRACT

This study investigated the different dispute resolution in negotiation in Sport Industry. After a concise portrayal of each alternative to dispute resolution those alternatives dispute resolutions (ADR) can be used to resolve a dispute between two parties such as the agent and the sport director. These alternatives are compared to each other regarding chosen criteria. Those eight criteria are weighted according to their level of importance for dispute resolution. The goal of this paper is to discover which type of alternative is the preferred one when managing a dispute in sport negotiation.

The paper is based on a Multi-attribute decision analysis, an additive weighting calculation, a fishbone diagram and articles. These analyses show that Active listening is the preferred solution for speed saving, time saving, and so on.

Regardless of whether Active listening has disadvantages, it is the favored arrangement. To be sure, you can’t generally make certain that one alternative will be a success. In any case, Active listening is the one that will more meet every one of the objectives expecting by both gathering in sport negotiation.

Keywords: Sports negotiations, Sport contract, Agents, Project Management, Dispute

INTRODUCTION

Sport occupies a preponderant place in our society. It allows people to escape from everyday life and can be a religion for the most seasoned fans. While sports such as football, soccer and basketball are famous around the world, the business generated in these environments are equally breathtaking. Professional sports represent a financial bubble totally disconnected from reality with clubs as main actors, powerful institutions weighing several hundred million dollars, players who see their merchant value explode and get disconcerting salaries and brands that come to show on the jerseys, in the stadiums and also associated with big players with international influences. The issue of negotiation in the sporting environment is as important as the amount of money that is involved. Negotiations, especially when transferring players from one club to another, are complex and represent a large-scale project in which several stakeholders have a role. Many lessons are to be learned from the negotiation in sport and can be applied to project management. Therefore, players contracts are really hard to negotiate.

Concerning the project, it is defined as an investment which requires a set of logically linked and coordinated activities performed over a finite period in order to accomplish a unique result in support of a desired outcome[1]. For the domain of sport, an example of a project can be a single game or the transfer of a player from one club to another. This investment requires a big commitment of financial resources, but also a strong project team to work on the transfer project. For example, Paris St-Germain have signed in 2017, the Brazilian forward Neymar for a world record fee of 222m euros from Barcelona[2]. The constraint of the transfer is the negotiation as it can take months to find a consensus between the player, the club, the agent and the last club owner of the player. As the transfer window is open from July to August, time is a big factor of success. The desired outcome is expected to benefit the club who have invested in the player, generally the club expect their new player to have a positive impact on the results of the team. As an individual game represent a project, a season would be compared to a Multi- Project Program.

What is a program? 4 different definitions regroup the program:[3]

  • Strategic program which deliver assets and benefits that are directly linked to attaining the sponsoring organization’s future state, for example the transfer of a player would attract new sponsorships with brands and make more profits.
  • Operational program which deliver assets and benefits that are critical to the sponsoring organization’s day to day operations, for example making sure that the transfer fee of the player does not impact negatively the financial health of the club and does not generate a fine from the institutions for disrespecting the rules.
  • Multi-Project Program that achieve synergies from projects with common traits such as shared resources, similar clients or product technology, for example a big club who works in partnership with a club in a smaller division in order to get their young talent more easily.
  • Mega-Project that deliver a specific asset to the sponsoring organization, for example a sponsorship between the club and a worldwide known brand making exclusive equipment.

A sport negotiation program always represents a long-term vision, for example : When a club is negotiating a contract with a new player they are looking for the duration of the contract, what will be the marketing impact of the transfer during the years and what are the goals objectives with the player.

About the asset which can be a tangible or intangible resource with economic value that an individual, corporation or country owns or controls with the expectation that it will provide future benefit[4].

We can notice there is 5 assets classes:

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Desno, A. (2019). Dispute in sport negotiations: How to handle it? PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Desno-how-to-handle-dispute-in-sport-negotiations.pdf

 


 

About the Author


Alexandre DESNO

Paris, France

 

 

 

Alexandre Desno is a 22 year old French student, currently pursuing a Master of Science degree in Project and Programme Management and Business Development at SKEMA Business School. Since his youngest age, he has a strong entrepreneur mindset and a powerful passion about sport and especially football (soccer).  After gaining significant experience from different positions in different industries, he will be graduated from his Master’s degree in June 2019 and will be looking for a job in sport field as an account manager or in the consulting field where he has a strong experience as he worked for the French cabinet, WAVESTONE. With a huge competitive and team spirit, he is playing football and tennis. His numerous international experiences (internships, exchange semester) gave him the opportunity to develop his adaptability and to become a confident problem solver. Being open-minded and world oriented increased his innovative skills. Highly interested in project management and his main upcoming challenges, he is getting certified for Prince2, AgilePM, CAPM.

You can contact him at:

alexandre.desno@gmail.com

or,

https://www.linkedin.com/in/alexandre-desno-945b44113/

 

[1] Harris, P., Kriel, J., LeServe, M., Riaz, Y., Giammalvo, D. P. D., Illingworth, S., … Weaver, P. (n.d.). 01.1.2. In Guild of project controls compendium and reference (car). Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls?fbclid=IwAR28qfz7FcD6qA60EI1dtZs03w9m7QRPXKd5q1b1dTVNm98qRvAE-0tf0HA

[2] BBC Sport. (2017, August 3). Neymar: Paris St-Germain sign Barcelona forward for world record 222m euros – BBC Sport. Retrieved from https://www.bbc.com/sport/football/40762417

[3] Harris, P., Kriel, J., LeServe, M., Riaz, Y., Giammalvo, D. P. D., Illingworth, S., … Weaver, P. (n.d.). 01.1.2.1.05 In Guild of project controls compendium and reference (car). Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls?fbclid=IwAR28qfz7FcD6qA60EI1dtZs03w9m7QRPXKd5q1b1dTVNm98qRvAE-0tf0HA

[4] Harris, P., Kriel, J., LeServe, M., Riaz, Y., Giammalvo, D. P. D., Illingworth, S., … Weaver, P. (n.d.). 01.1.2.1 In Guild of project controls compendium and reference (car). Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls?fbclid=IwAR28qfz7FcD6qA60EI1dtZs03w9m7QRPXKd5q1b1dTVNm98qRvAE-0tf0HA

 

 

Securing companies’ interests in international commercial contracts:

Prevention and the choice of applicable law

 

STUDENT PAPER

By Alicia Maud Andreani

SKEMA Business School

Lille, France

 


 

ABSTRACT

Regarding international contract, the question about applicable law raises number of concerns. It may be hard to decide when entering a contract and lead to conflicts at the earliest stage. But most importantly, overlooked appropriate clauses would considerably complicate the resolution of disputes and strongly impact parties in the event of a dispute. This paper aims to give parties involved in an international transaction the key points in order to protect as much their interests as possible. We will highlight that it is preferable to take preventative measures and involve more time and effort to establish the contract with clear clauses. Take this time may save parties time in the future.

Key words: conflict of laws, contractual freedom, applicable law, forum selection, international conventions, cross-border contractual arrangement, dispute resolution processes

INTRODUCTION

“You should always look for constructive ways of resolving disputes that save time and money and minimize damage to important relationships.”[1]

Time and money are two essential components for most organizations that are looking for benefits through their activities.

This is a much more significant matter regarding international commercial contract and the settlement of disputes.

Let’s take the internationally known coffee company Starbucks as an example to get a clearer understanding of the purpose. As a global company and regarding the Guild of Project Controls Compendium definition of project portfolio: “A portfolio of projects is no different than any investment portfolio, the objective being to minimize the risk and maximize the return. Any organization, be it Owner or Contractor has a portfolio of assets (resources) available to dedicate to projects, with the objective being to develop the best “mix” of projects which will generate the most favourable return on those assets.[2], Starbucks is running its business managing number of different projects which encompasses an efficient management of its portfolio of assets in order to meet customers’ expectations and fit the global environment.

Looking closely:

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Andreani, A.M. (2019). Securing companies’ interests in international commercial contracts: Prevention and the choice of applicable law, PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Andreani-security-companies-interst-in-international-commercial-contracts.pdf

 


 

About the Author


Alicia Maud Andreani

Lille, France

 

 

 

Alicia Maud Andreani is a 23 years old PGE student from SKEMA Business School, currently enrolled in Msc Project and Program Management and Business Develpment in Lille, France. This specialization brings her strong knowledge in methodology, planning and management of stakeholders.

She graduated from Nice Sophia-Antipolis University where she received her Bachelor of Science degree in mathematics with honours, before joining SKEMA.  She spent a six-months exchange semester in Raleigh, North Carolina (USA), which, along with her professional experiences in different sectors, allowed her to develop her adaptability to different environments. She is currently looking for a six-month internship as business developer and would also like to experience business consulting.

She speaks French and English and is learning Chinese. She is certified in both PRINCE2 and AgilePM Foundation.

Alicia can be contacted at alicia.andreani@skema.edu or via her LinkedIn profile at  https://www.linkedin.com/in/alicia-andreani-52555b142/

 

[1] Resolving disputes from other businesses – Retrieved from https://www.business.qld.gov.au/running-business/marketing-sales/managing-relationships/resolving-disputes

[2] Portfolio of projects – Retrieved from http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

 

 

Which contract type is the most appropriate for Agile projects?

 

STUDENT PAPER

By Sergey Musatov

SKEMA Business School

Paris, France & Russia

 


 

ABSTRACT

Agile method, as people say now, has been around for thousands of years. Agile Manifesto has been distributed in 2001, setting up standards and estimations of another undertaking the board technique, contradicted to conventional cascade methodologies.

This paper presents another method for acknowledging inside contracts with the end goal to fit Agile projects. Several techniques will be proposed, examined and compared. We will see that the most proficient method of choosing appropriateness of a contract is to keep up with the base criteria’s and do not sacrifice flexibility.

Keywords: Contract type, Agile, methodology, time consumption, efficiency, collaboration, cost cutting, flexibility, collaborative approach, benefits

INTRODUCTION

Trading is a main consideration in the financial advancement of any nation on the planet. Almost any country in the world is involved in some kind of trading experience. In any case, it was an exceptionally troublesome procedure of framing great relations. A standout amongst the most imperative features of trading is the drafting of a contract before starting any project.

At the same time with this, a so-called method of “Trial and Error” method has been around for over a million years, dating back to when our forefathers tamed fire or 6000 years ago when they invented the wheel. In the 12th century, it became known as the “Scientific Method” and was used by Bell to invent the phone and Edison to invent the lightbulb, years passed, and it became known as Agile.

The illustration below perfectly describes the ongoing process of “Scientific method”.

Figure 1. The Scientific method as an Ongoing Process[1]

But before, going deeper into the topic, here is a table with several necessary definitions provided, and which will be used further.

Table 1. Definition and examples of the Guild terms[8]

So, a contract for quite some time, have been viewed as settled instruments with clear orders and serious punishments for not respecting the terms. For a considerable length of time, there was steadfast unbending nature in the terms in which contracts were arranged, created and oversaw. The thought was for the gatherings to perceive legally binding composed commitments as settled, with clearly defined rules of performance and the need in undeniable obedience to the terms. As a rule, the value, volume and term of the agreement were obviously characterized, and had to be followed.

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Musatov, S. (2019). Which contract type is the most appropriate for Agile projects? PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Musatov-most-appropriate-contract-type-for-agile-projects.pdf

 


 

About the Author


Sergey S. Musatov

Dolgoprudny, Russia

 

 

 

Sergey Musatov, bachelor’s degree in management from Russian Plekhanov University of Economics (Moscow), is a current SKEMA Business School MSc student (Paris). Driven by genuine interest in Project management, he has chosen Project and Programme Management & Business Development (PPMBD) as his major for postgraduate studies.

The experience of project leading at several international companies as well as running his own entrepreneurial project has nourished his desire to achieve expert excellence in project management. Sergey has done his bachelor end-of-studies at Robert Bosch GmbH Russian HQ. Then, in parallel with studies at the first year of Master, he spent 7 months as a PM at Russian Leroy Merlin HQ. His successful entrepreneurial project was dedicated to 3D printing.

During his studies at SKEMA Business School Sergey has obtained certifications in AgilePM Foundations, Lean Six Sigma Yellow Belt and Project Excellence Preparation. All the above justifies that Sergey presents a motivated and promising profile with international outlook.

Sergey can be contacted via mail: sergey.musatov@skema.edu

 

[1] By Dr. Paul D Giammalvo

[2] Duncan, W. R. (2018, January 13). Bill Duncan on LinkedIn: “Once more into the breach … what exactly is a “project”? Retrieved from https://www.linkedin.com/feed/update/urn:li:activity:6357416976318558208/

[3] Forrest, D., Williams, J., LeServe, M., Dua, M. R., Giammalvo, D. P. D., Pope, R., … Yasir, R. (n.d.). GPCCAR M01-1 Introduction to managing project controls, Revision 1.02. In GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR).

[4] Forrest, D., Williams, J., LeServe, M., Dua, M. R., Giammalvo, D. P. D., Pope, R., … Yasir, R. (n.d.). GPCCAR M01-1 Introduction to managing project controls, Revision 1.02. In GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR).

[5] Forrest, D., Williams, J., LeServe, M., Dua, M. R., Giammalvo, D. P. D., Pope, R., … Yasir, R. (n.d.). GPCCAR M01-1 Introduction to managing project controls, Revision 1.02. In GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR).

[6] Forrest, D., Williams, J., LeServe, M., Dua, M. R., Giammalvo, D. P. D., Pope, R., … Yasir, R. (n.d.). GPCCAR M01-1 Introduction to managing project controls, Revision 1.02. In GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR).

[7] Forrest, D., Williams, J., LeServe, M., Dua, M. R., Giammalvo, D. P. D., Pope, R., … Yasir, R. (n.d.). GPCCAR M01-1 Introduction to managing project controls, Revision 1.02. In GUILD OF PROJECT CONTROLS COMPENDIUM and REFERENCE (CaR).

[8] By author

 

 

Cybercrime overwhelming online banking

A Project Management approach’s alternative

 

STUDENT PAPER

By Shivam Tyagi

SKEMA Business School

India and France

 


 

ABSTRACT

In banking, technology goes to next level as online banking. Here we can easily do the transaction hassle free form on any part of the world to others, but as we know, the new inventions have a bad side too. As in this invention, it carried out to be cyber-crime where peoples process the fraud & do illegal activities like transaction of money without any permission or without knowing you.

So in this paper, we research over this issue and worked with real fact & figure and evaluate the several feasible alternatives to secure our account from illegal activity with the help of project management tools & technique(root cause analysis) and also with the help of guild of project controls, at last we find the alternative solution throughout our research which can easily slow down this online criminal activity

Keywords: Terms and Conditions, New Technologies, Fraud, Risks & Scenario, Security, Banking, Contracts

INTRODUCTION

In this day and age, every single individual is aware about the process of banking. We all know that how banks used to operate in older days but now due to an involvement of technology the time and methodology of working has also changed as we are more focused towards the internet.

In the current study, a successful implementation of Internet banking services may lead to enhanced banking productivity and customers’ satisfaction, while failure to provide banking services over the Internet might influence banking productivity negatively and result in dissatisfaction among customers As we as a whole our mindful of online banking an accounting framework today, we as a whole need to concur the terms and conditions or a tick is required on “I Agree” button before marking into the online banking interface of web-based saving money or applications. This bundle of terms and conditions is known as Contract. “A Contract is an agreement between two or more competent parties in which an offer is made and accepted, and each party benefits.”[1] But the harsh truth is that only a negligible percentage of population goes through the contract provided by the organisation because of that people are often victim of cybercrime. In this paper we will figure out the banks are working according to the benchmarks decided or not and to provide the alternatives so that banks can work more efficiently without any more complaints.

Online Banking, also called as Internet Banking, is an electronic instalment framework that empowers clients of a bank or other monetary organization to lead a scope of budgetary to conduct a range of financial transaction through the financial institution’s website”. The First online banking services was first presented in the mid-1980s in New York, United States. Four noteworthy banks — Citibank, Chase Bank, Chemical Bank and Manufacturers Hanover — offered home keeping money administrations. [2]

As per signing this contract, we can store up our assets. Here the assets are in the form of capital which transacted from one place to another (the definition of assets is “A substantial or impalpable asset with monetary esteem that an individual, company or nation claims or controls with the desire that it will give future advantage”[3]). The Organisation need specific solution and different strategies within the project for taking care of our asset’s life span.

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Tyagi, S. (2019). Cybercrime overwhelming online banking: A Project Management approach’s alternative, PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Tyagi-cybercrime-overwhelming-online-banking.pdf

 


 

About the Author


Shivam Tyagi

Paris, France

 

 

Shivam Tyagi is an understudy and at present doing MSc in Project and Program Management and Business Development from Skema Business School, Paris, France. Conceived in the greatest fair nation on the planet, India, he has done building from Uttar Pradesh specialized college in the surge of mechanical. He simply finished his keep going task on Cybercrime overwhelming online banking: A Project Management approach’s alternative and searching for the circumstance.

Shivam lives in Paris, France and can be contacted at mailto:shivamtyagi1005@gmail.com or mailto:shivam.tyagi@skema.edu

 

[1] Planning Planet. (n.d.). Guild of Project Controls Compendium and Reference. Retrieved (2018,November), from :http://www.planningplanet.com/guild/gpccar/managing-contracts-managing-the-contract

[2] Wikipedia. (2018, November). Retrieved from: https://en.wikipedia.org/wiki/Online_banking

[3] Planning Planet. (n.d.). Guild of Project Controls Compendium and Reference. Retrieved (2018,November), from :http://www.planningplanet.com/guild/gpccar/managing-contracts-managing-the-contract

 

 

Music Industry’s digitalization

How to assure artists’ Intellectual Property Rights efficient and sustainable protection?

 

STUDENT PAPER

By Audrey Tonkovic

SKEMA Business School

Paris, France

 


 

ABSTRACT

As a critical mainstay of any industry, intellectual property rights protection is one of the most challenging issues of entertainment industries as they see their environment strongly reshaped by the proliferation of digital technologies. For the recording industry, the spread of digital music and platforms came with the exponential growth of music piracy – critically jeopardizing artists’ work protection and their ownership towards their projects.

This paper examines the various ways to assure the efficient and sustainable protection of intellectual property rights in the music industry through contracts in order to find the best alternative to protect effectively artist’s achievements.

Our analysis will rely on several methodological tools such as root cause analysis and qualitative and quantitative methods in order to identify and understand better the causes, implications and potential alternatives to such an issue.

This research indicates that the need for new and adapted business models within the music industry is required in order to assure a sustainable and efficient protection of artists ownership throughout their projects.

Keywords – Copyrights management, created works protection, record industry, music, future, new business models

INTRODUCTION

Intellectual property protection is the backbone of business models in managing creatives across many industries especially the music one. “Generating more than $17.3 billion in 2017”[1], the record industry “has become one of the largest and most profitable cultural industries worldwide”[2], being a consistent part of the global economy and a relevant source of revenues, employment and growth. One of the main challenges faced by the entertainment industry is the efficient and sustainable preservation of artists’ work and achievement through the protection of their intellectual property rights. Major concerns were raised around this topic and record labels’ ability to manage these new copyrights issues due to:

A – Technology[3]: the rise and birth of the internet impacted largely the entertainment industry, giving the ability to a better and broader access to any piece of information, work or achievement ever made. Music suddenly became more reachable, replicable and available for free access through any internet devices and sampling or file-sharing methods[4] – as “about 24% of the internet bandwidth that is used around the world at any given moment is being used to illegally download music and other copyrighted materials”[5] – threatening critically copyrights management into musical contracts as well as the emergence of new artists[6].

B – Consumer habits[7]: the internet era has changed the way music is consumed. Indeed, the birth of the internet led first to the emergence of illegal networks named peer-to-peer (P2P) – which is a continuous exchange platform of music files and data from consumer-to-consumer regardless of copyrights regulations. Secondly, legal applications and digital platforms flourishment over the last decade allowed subscribers to stream and download music and thus mostly for free.

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Tonkovic, A. (2019). Music Industry’s digitalization: how to assure artists’ Intellectual Property Rights efficient and sustainable protection? PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Tonkovic-how-to-protect-artists-intellectual-property-rights.pdf

 


 

About the Author


Audrey Tonkovic

Paris, France

 

 

 

Audrey Tonkovic is a 23 years-old French student in the “Grande Ecole” Program at Skema Business School in the Parisian campus of Skema La Défense. After a 2 year-common course in marketing, she enrolled in a Master of Science degree program in Project and Program  Management and Business Development. She had a background in literary studies through a 2-year preparatory class in Sainte-Marie de Neuilly – from 2013 to 2015 – before entering Skema Business School in 2015. She was appointed the general secretary of a student union in Skema Lille (France), combining her interests for Music, Fashion and Arts in general.

She had multiple experiences in Project Management especially in Digital Marketing in the Fashion and Press industry through various internships. These experiences allowed her to confirm her will to work in project management and more specifically to work in project management of creatives – assuring the protection and continuous improvement of their work.

Passionate by Art industries, she is looking forward to making her proof as a Project Manager in these areas. Internationally-oriented, through her multiple student exchange experiences of 5 months each in Brazil (Belo Horizonte, Fundação Dom Cabral) and then in the United Stated (Raleigh, North Carolina State University (NCSU)), multiculturalism is something that she truly values – professionally and personally – as a great asset for general knowledge, personal culture, and great open-mindedness.

Enthusiastic and passionate to continuously learn and improve herself in this areas, Audrey can be contacted by email at audrey.tonkovic@skema.edu or by LinkedIn at https://www.linkedin.com/in/audreytonkovic/.

 

[1]  Challenges, (2018, April 24), L’industrie du disque annonce des chiffres records en 2017. Retrieved from Challenges’ article: https://www.challenges.fr/high-tech/l-industrie-du-disque-annonce-des-chiffres-records-en-2017_582873

[2] Dong-Her, S., Ming-Hung, S., David, Y., & Che-Lun, C. (2014). A Robust Copyright and Ownership Protection Mechanism for Music. Retrieved from Springer Science.

[3] Jewell, C., Creating Value from Music – The Rights that Make it possible. Retrieved from: https://www.wipo.int/ip-outreach/en/ipday/2015/creating_value_from_music.html

[4] Muller, J., Copyrights issues involving music. Retrieved from: https://info.legalzoom.com/copyright-issues-involving-music-23410.html

[5] Gaille, B., (May 2017), 23 Shocking Music Piracy Statistics. Retrieved from: https://brandongaille.com/21-shocking-music-piracy-statistics/

[6] Granados, N., (February 2016), How Online Piracy Hurts Emerging Artists. Retrieved from: https://www.forbes.com/sites/nelsongranados/2016/02/01/how-online-piracy-hurts-emerging-artists/#35c7be427774

[7] Cuadrado, M., Miquel, M.J., D. Montoro, J., (2009), Consumer Attitudes Towards Music Piracy: A Spanish Case Study. Retrieved from: https://www.jstor.org/stable/41064994?seq=1#page_scan_tab_contents

 

 

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