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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

 

 

General Data Protection Regulation

How to Write Best Data Privacy Policy

 

STUDENT PAPER

By Alexandra Klébé

SKEMA Business School

Paris, France

 


 

ABSTRACT

On May 2018, the European Commission enforced the law about personal information protection with the General Data Protection Regulation (GDPR). Indeed, it brings several improvements in data protection but could be seen as an obstacle for companies which business is based on the collection and use of personal information. The aim of this paper is to give best practices to these companies to still maintain their business while respecting the new regulation. By following both qualitative and quantitative methods, it will be present clauses that must be taken as an example for the concerned companies so that they would write and apply proper data privacy clauses.

Keywords – Personal information, Contracts, Data privacy, Privacy policy, Collection, GDPR, Project Management

INTRODUCTION

“On Friday, September 28th, Facebook forced 90 million users to log out as a safety measure”[1]. Indeed, it has been attacked by hackers who had exploited a breach to break into users’ accounts. The hackers tried to collect private information from 50 million accounts, such as name, sex, and hometown. This happens barely four months after the European Commission enforced the law about personal information protection with the General Data Protection Regulation (GDPR) on May 2018.

Actually, the European Commission decided to reinforce data privacy through the GDPR in May 2018 for the protection of personal data for Europeans inside and outside the EU. It brings several improvements over the Data Protection Act 1998. Here are some of them. First, privacy policies will have to be written in a clear and straightforward language, no more complicated terms. Businesses will also have to collect affirmative consents from users for using their data, silence is no longer consent. The GDPR claims for more transparency: users have to know when their data is transferred outside the EU, and collection of data has to be done for only a well-defined purpose. The GDPR also enforces users’ rights about information, data transfer, and access, and give them a clearly defined ‘right to be forgotten’ – data can be deleted easily. Last but not least, it offers stronger enforcements such as fines when businesses violate the rules.[2]

However, even if companies have to follow new rules, data protection is still a current issue as proven by the Facebook incident on September. Indeed, a lot of concerns remain as presented in the fishbone diagram below[3]:

There are many issues about data privacy – especially about the collection and use of personal information – companies should be aware of when conducting projects. Let’s remind here that, according to Max Wideman’s Comparative Glossary, a project is: ’A novel undertaking or systematic process to create a new product or service the delivery of which signals completion. Projects involve risk and are typically constrained by limited resources.’[4]

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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: Klébé, A. (2019). General Data Protection Regulation: How to Write Best Data Privacy Policy, PM World Journal, Vol. VIII, Issue V, June. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Klébé-How-to-Write-Best-Data-Privacy-Policy.pdf

 


 

About the Author


Alexandra Klébé

Paris, France

 

 

Alexandra Klébé is a MSc Project and Programme Management & Business Development student at SKEMA Business School, Paris. Born at Paris, she integrated SKEMA Business School Lille on the results of an entrance examination. In her school, she took the opportunity of living abroad in both Brazil, Belo Horizonte and the United States, Raleigh. Coming back to France, she worked as an Assistant Project Manager in a design agency where she was in collaboration with French, Europeans, and International brands. Ending her studies, she is actually writing a thesis before graduation.

Alexandra lives in Paris, France and can be contacted at alexandra.klebe@skema.edu

 

[1] Isaac, M., & Frenkel, S. (2018, September 28). Facebook Security Breach Exposes Accounts of 50 Million Users. The New York Times. https://www.nytimes.com/2018/09/28/technology/facebook-hack-data-breach.html

[2] European Commission. A new era for data protection in the EU (n.d.). Retrieved from https://ec.europa.eu/commission/sites/beta-political/files/data-protection-factsheet-changes_en.pdf

[3] By Author. Fishbone Diagram.

[4] Wideman Comparative Glossary of Project Management Terms v5.5. (n.d.). Retrieved from http://www.maxwideman.com/pmglossary/PMG_P12.htm – Project

 

 

Cancellation Clauses in the Event Sector

 

STUDENT PAPER

By Léa Chenu

SKEMA Business School

Paris, France

 


 

ABSTRACT

Cancellation clauses defines the “stipulation in an agreement that grants (to one or both parties) the right to terminate it before its expiration, under specified terms and conditions”[1]. Thanks to this clause the work that have been done before is protected. By giving this definition it appears like an evidence to have this clause in a contract and even more in the Event industry as it’s an uncertain sector. However, thanks to the MADAM matric used to compare differences in each different contract we can observe that lot of contracts don’t protect very well both parties in case of termination. The event planner has to really take care about the use of contract’s termination clause.

Keywords: Cancellation clauseEvent, Music industry, Hospitality industry, Contract cancellation issue, Event planner, Performance contract.

INTRODUCTION

Event industry is composed of meetings, conferences, weddings, festival, charity and seminars. The event sector is one of the biggest that growing very fast and just second to construction. As reported by Statista, “Business-to-business (B2B) events industry revenue worldwide amounted to 30.3 billion U.S dollars in 2016, up from 29.3 billion a year earlier.”[2] According to Marketing Charts “in 2015, trade show and conferences are one of the top-3 sources byers turn to when researching a vendor’s products and services. Moreover, in the USA, between 2016-2026 meeting, convention and event planner are projected to raise faster than average as it will increase by 11%”[3].

Even if this is an attractive, growing and famous sector this industry is known to be an uncertain sector with something that always goes wrong. “The event sector involves also a lot money and time. In fact, budgets are one of the biggest challenges currently for event planners, followed by finding sponsors and attendee numbers.”[4]. Moreover, the high competition, huge risk, lot of partnership (venue, sponsorship, media, security, food and beverage) various clauses as bad weather or flight delays and transportation problem, clauses omits, non-payment, last minute change are few problems that usually happen when an event is organized and that involve to cancel it.  Good examples happen in 2009 and 2010, when the event sector had to face to an economy crisis that caused a lot of cancellation of meeting and events, involving significant financial losses. Unfortunately, some event planners were surprised by the extent of their liability probably because they were not well informed or simply complacent about cancellation terms in their contracts. Neither part of the contract wants to have a cancellation that’s why it’s important to take time to determine clearly clauses that are understood and accepted by both parties. To face the cancellation problem, the contract has to be beneficial to both parties.

Managing well the cancelation clause is related to the way to manage a project.  Understanding that it’s essential to have clauses that protect both parties if there is a cancelation event is essential. In fact, the owner and the contractor have to keep in mind that the contract has the simple goal to protect them from any possible cancelation and so they have to build a good relationship to implement cancelation clause. Having a contract with cancelation clause, will help the team organisation to create a sustainable project management process as they will be less stressful about « if something goes wrong ». In fact, as it’s an uncertain sector, the cancellation of an event can cause some delays, overruns, costs problem and then deteriorate the relation between contractor and owner. That’s why it’s important to understand how to manage cancellation in the event sector.

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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: Chenu, L. (2019). The Issue of Cancellation Clauses in the Event Sector, PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Chenu-cancellation-clauses-in-the-events-sector.pdf

 


 

About the Author


Léa Chenu

Paris, France

 

 

Léa Chenu is a graduate student in the Project and Program Management and Business Development program at Skema Business School in France.

She has always been a strong entrepreneur with a strong desire to work worldwide. The creation of a junior association “i-Majine” when she was 14th years old showed her desire to undertake projects from A to Z.

Her numerous international experiences (gap years in Australia, Canada’ university…etc) gave her the opportunity to be more open-minded, to understand cultures’ differences, to solve problems easier and to become more innovative. Highly interested in project management and its main upcoming challenges, she is getting certified by PRINCE2 and AgilePM.

Léa is not only defined by professional experiences. She has also one principal passion: the Musical. She is passionate about dancing, singing and doing drama, and she has played in several shows. She also really loves artistic roller skating; she won the French team champion title in 2011.

She can be contacted at: lea.chenu@skema.edu and https://www.linkedin.com/in/l%C3%A9a-chenu/

 

[1] What is cancellation clause? definition and meaning. (n.d.). Retrieved from http://www.businessdictionary.com/definition/cancellation-clause.html

[2] 100 event statistics (2018 edition). (2018, November 8). Retrieved from https://www.eventmanagerblog.com/event-statistics#eventindustrystatistics

[3] 100 event statistics (2018 edition). (2018, November 8). Retrieved from https://www.eventmanagerblog.com/event-statistics#eventindustrystatistics

[4] 100 event statistics (2018 edition). (2018, November 8). Retrieved from https://www.eventmanagerblog.com/event-statistics#eventindustrystatistics

 

 

Worldwide shipping has no boundaries

 

STUDENT PAPER

By Zineb Lahreche

SKEMA Business School

Morocco and France

 


 

ABSTRACT

Nowadays inter-connected modern world, International trade became integral part of many Projects. In order to stay competitive, companies need to employ Global Project Manager with strong International transport knowledge and skills. The purpose of this research is to provide guidance and help to future Global Project Manager, so they can choose the best shipping option for the long-crossed distance goods they need to bring. The question arising is the following: “How can a Global Project Managers Determine the Best Shipping Solution”. Helped by multiple comparison tools we have considered all the existing options and kept narrowing our choice until we had enough justifications to choose the best alternative.

Keywords: International, Import, Trade, Maritime transport, Law, Incoterm, Liability, Risks, Contract of carriage by sea.

INTRODUCTION

“7bn”[1], this is the number of people in the world sharing very poorly distributed resources.

“149 400km2 of land and 360 700km2 of ocean, 30% soil, 70% water”[2] this is how the world looks. How can we re-distribute these resources equally? One potential solution: International trade of goods by sea.

As one of the most internationalized industries, Maritime transport plays a big role in the global economy. Industry laws and history have shed light on maritime transportation as “being the most predominant mode of transportation”[3]. Indeed, overland transportation has proven to be “slower, more costly and dangerous”[4].

Moreover, the fact that countries are not self-sufficient (meaning they cannot avoid penuries, high costs and other issues), makes import a need for the economy. Indeed, many domestic markets suffer from a lack of goods and services that might be abundantly available in other markets and at lower prices. Today’s globalization requires project managers to be able to bring goods and services from different countries to a single market. Import facilitates that while also saving time, money and energy.

Now let’s assume a Project Manager running a big Project in a remote African area needs to bring some bulky goods from another continent to achieve its project. For that he will need to undertake an import operation. To do so the Global Project Manager needs to conclude an agreement with the foreign supplier which is the contract.

Carriage’s contracts can come in various shapes and some of them might fit better others for a specific project. In Import and export operation’s legal frame we find sales contracts and transport contracts. The sales contract goal of negotiations is to reach an agreement which materializes the agreement determining the rights and obligations of the parties. This agreement facilitates the management of disputes related to the wrong interpretation of different legal systems and languages.

The sales contract must therefore be carefully prepared: it is concluded between 2 (natural or legal) persons located in different countries – the buyer and the seller – and come to finalize the negotiation.

There are infinite declinations of contract but all of them must include the selected MODE OF TRANSPORT as well as the applicable INCOTERM rule chosen.

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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: Lahreche, Z. (2019). Worldwide shipping has no boundaries, PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Lahreche-worldwide-shipping-has-no-boundaries.pdf

 


 

About the Author


Zineb Lahreche

Paris, France

 

           

 Zineb Lahreche is a Master’s degree student in Project and Program Management and Business Development at SKEMA Business School in France. Born and raised in Morocco she experienced the international adventure at an early age. After she got her Baccalaureate at 18 she made the decision to move to France to keep on her university studies. From that moment she has chosen to seize new opportunities worldwide and has studied in South Korea and the United States as well.

She is currently completing her last year of studies and will be graduating in December of 2019. This year, she is furthering her education via of a distance learning mentoring course, 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.

Zineb lives today in Paris, France and can be contacted at zineb.lahreche@skema.edu

 

[1] World Population Clock: 7.7 Billion People (2018) – Worldometers. (2018). Retrieved from http://www.worldometers.info/world-population/

[2] Elert, G. (n.d.). Area of Earth’s Land Surface – The Physics Factbook. Retrieved from https://hypertextbook.com/facts/2001/DanielChen.shtml

[3] Transportation Modes, Modal Competition and Modal Shift. (2018, August 10). Retrieved from https://transportgeography.org/?page_id=1731

[4] Methods of international transport. (2016, 13). Retrieved from http://www.exportiamo.it/aree-tematiche/12950/methods-of-international-transport/

 

 

Alternative Solutions for Construction Project Failure

and to Improve Project Execution Plan in India using MADMA

 

STUDENT PAPER

By Ankith Sathya Prakash Karkera

SKEMA Business School

Bangalore, India

 


 

ABSTRACT

The construction projects are increasing rapidly in every developing nation all over India. Executing the project phase is likely to be shown more like a work breakdown. It is a procedure that defines in what way, at what time, and by whom a correct Agenda or a set of tasks to be finished. “The purpose of managing the project execution plan is all about managing all the characters within the project plan as all the job should be done to build the definite project run towards success”[1]. In this paper, we have used the Multi-Attribute Decision Making analysis and with that the additive weighting technique to determine the alternative solution from the better solution to the least solutions that should be integrated into the project execution phase. Based on this analysis, the project manager should know more about the data assessing of the respective project with the strategic communication within senior managers, also to consider with an organizational culture and teamwork also by peer review during executing the project. Since the improvement of the project execution plan will be the best control document for completing the projects on time with client satisfaction.

Keywords: Causes, Project Failure, Inadequate planning, Insufficient training, Project execution, Lack of resources, Scheduling risks.

INTRODUCTION

India is the developing country over a distant future due to the lack of the most advantageous framework. “So, in order to come up with a same advantageous framework from the developed nations we should use the same standards that are being used by the developed nations”[2].

Refinery projects are long time projects and most the times it involves complicated engineering. For project management, such complicated output requires in adapting the top management techniques to ensure the outputs on time. “This project involves the complicated engineering and the project management environment, so this projects usually undergoes project delay with respect to time and cost”[3]. “In refinery projects, Engineering-Procurement- Construction contractors, material suppliers, and maintenance are major stakeholders, in this particular environment hazard management the choice can be done with inspecting and evaluating the risk that occurs in every phase of the project execution”[4].

According to Max Wideman, the project structure is all about comprising a project and their relations. The project success/ failure criteria are judged on the benchmark upon comparative achievement or breakdown of the project. “There are 3 basic set of criteria they are first, the funding business, proprietor or customer satisfaction, secondly, the old-style project management is unique of on phase, in economical or to the requirement and thirdly the project success”[5]. The project implementation plan will be the development of a professional event and also the estimated concise. This strategy will clique out an estimated plan towards supervision of the plan, illustrate all the strategies, stages and also the schedules those are going to be accepted. “The situation also defines the action in the connection between the materials outside the scope of major contract (the client’s whole project may consist of several contracts for supply of materials and maintenance both from outside the organization and also inside the customer’s association the situation that are processed and safeguarding agreements and by resources etc.) This will be done by the Project manager”[6]. “The development in the plan must judge in contradiction of project performance plan till the completion of the project and this plan must be altered and refined as required”[7]. The project performance plan will be the part of the wheel of life in a plan while a maximum of the work has done to produce the best outcome also the maximum time the project economical stage will be exhausted.

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To read entire paper, click here

 

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: Karkera, A.S.P.  (2019). Alternative Solutions for Construction Project Failure and to Improve Project Execution Plan in India using MADMA, PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Karkera-alternative-soluitons-for-construction-project-failure.pdf

 


 

About the Author


Ankith Sathya Prakash Karkera

France & Republic of India

 

 

Ankith Sathya Prakash Karkera, MSC in “Project and Programme Management and Business Development” at SKEMA Business School, Lille Campus. As a part of a key module “The International Contract Management” qualification requirement under the direct supervision of Professor. Paul D Giammalvo, PhD, CDT, CCP, MScPM, MRICS, GPM-m Senior Technical Advisor, PT Mitrata Citragraha, the course director and the professor Paul Gardiner, the program Director, this student paper has been produced with the purpose of getting it published with The PM World Journal. He graduated from the Visvesvaraya Technological University, Belgaum, Karnataka, India and holds a bachelor’s degree in Mechanical Engineering. He has worked at SITAS as a Non-Destructive Testing (NDT) practitioner in the year 2016 and also worked at Plant Tech Industrial Services Limited as a Project Coordinator from 2017 to 2018. He has a background in Project Management. He speaks fluent English, Hindi and basic French.

Ankith Sathya Prakash Karkera can be contacted at ankith.karkera@skema.edu

 

[1] Kuldeep A Pandit, P.P. Bhangale (09 December 2015). Major elements of project execution planning for construction of buildings. Retrieved from  https://www.irjet.net/archives/V2/i9/IRJET-V2I976.pdf

[2] Asif Equbal, Rajeev Banerjee, Zishan Raza Khan, Raj Bandhu Dixit (March 2017). Construction disputes in construction work sites and their probable solutions. Retrieved from https://www.iaeme.com/MasterAdmin/uploadfolder/IJCIET_08_03_007/IJCIET_08_03_007.pdf

[3] P.M.Deshpande. Singh (October 2016). Analysis refinery project risk with composite factor method. Retrieved from https://www.researchgate.net/publication/312159132_Study_and_Analysis_of_Refinery_Project_Risk_with_Composite_Factor_Method

[4] MSc Thesis- Harshal V Patil (26 August 2016). Analysis of the refinery project execution strategy from an organisational effectiveness perspective. Retrieved from https://repository.tudelft.nl/islandora/object/uuid:4f62f38a-63bc-4dfd-80b9-d857ab4cde79/datastream/OBJ/   

[5] Max Wideman comparative glossary. Projectnet Glossary, April 1997, on the website of the UK publication Project Manager Today, Nordic Project Management Terminology, NORDNET, Reistad Offset, Oslo, 1985. Retrieved from http://www.maxwideman.com/pmglossary/PMG_P20.htm  

[6] Kuldeep A Pandit, P.P. Bhangale (09 December 2015). Major elements of project execution planning for construction of buildings. Retrieved from  https://www.irjet.net/archives/V2/i9/IRJET-V2I976.pdf 

[7] Dr.Rajiv Bhatt, Abhishek Shah, Prof. J J Bhavsar. (28 July 2015). Ranking of causes of disputes and use of dispute resolution methods for the construction industry in Gujarat. Retrieved from https://www.slideshare.net/abhishekshah798/ranking-of-causes-of-disputes-and-use-of-dispute-resolution-methods-for-construction-industry-in-gujarat-during

 

 

 

Consulting Contracts

What are the best Confidentiality Clauses?

 

STUDENT PAPER

By Lise Bouley

SKEMA Business School

Paris, France

 


 

ABSTRACT

The consulting profession is becoming more and more widespread in order to meet a growing demand from the companies all around the world. However, a central notion stands out in this area: confidentiality. Indeed, the consultants work directly with very sensitive data both on the company in which they operate but also on their employees. The fundamental aim of this research is to see if and how is it possible to protect as much as possible to avoid any leakage of private data. To do so, this paper establishes if there are key clauses to have in a non-disclosure agreement to reduce the probability of a breach. It also establishes is clauses can fully protect a company. The obtained results have shown that they are key clauses, however, if it can ensure you damages, it cannot ensure that there will be no leak at all.

Keywords: Confidentiality, consultant, consulting, clauses, contracts, nondisclosure agreement, secret data, secrecy agreement

INTRODUCTION

“The consulting profession is less than a century old, and yet, it is nowadays an indispensable and widespread occupation”.[1]“Consulting is the fact to provide an expert analysis to a client for a fee and using a contract.”2 “As a consultant, you must be an expert and a strategist, the consultant seeks solutions to improve the functioning of companies, in areas such as organization, customer relations, human resources, information systems, the environment, etc.”3 Companies entrust more and more their development projects4 to consulting firms as it is good to have an expert and/or outside view or opinion. They therefore employ specialists in fields as varied as IT, e-commerce, organization, human resources, business development, taxation, logistics… This is why the greatest asset4 of a consulting firm is their employees. Indeed, as a service company, all your competencies rest upon the knowledge and expertise of your consultants. The consultant’s work begins with the analysis of the existing (operation of services, information circuits, etc.). After making a diagnosis, he advocates solutions and monitors their application. In addition to his economic and technical skills, the consultant has many qualities: he listens, transmits his knowledge, persuades.

Knowing that you employ externals companies and people, you have to make sure that the data of your own company and employees is safe. In return, as a consultant manager, you have to make sure that confidentiality is a key element in all portfolio of projects4. Indeed, when we are dealing with advisory companies, it is very common, if not essential, that they have access to sensitive data about the company and the employees. And this in order to better understand and comprehend the work environment of each company as well as its values, vision and general atmosphere. This same data could jeopardize the reputation of employees and the company. Similarly, these data may be of value to direct or indirect competitors of the company. Indeed, today, it is about always being at the forefront and innovative, whether on the IT aspect, but also managerial or corporate responsibility for instance. All this to both attract as numerous as employees and stakeholders possible, but also to ensure the sustainability of the company. In addition, the consultants you employ can work or work for competitors in your industry. It is therefore important to always make sure that your work and data are kept confidential so that no leak can occur.

In order to ensure a relationship of trust between the two parties, a contract must be used, and in this particular case a confidentiality clause must be included in the contract. Make sure that the contract has a strong confidentiality clause ensures that the project and the relationship between the two parties will go well. In this case, the company protects itself from any leakage or disclosure of sensitive and private information. The contract is a category of legal act intended by a person for the purpose of creating an obligation towards another person, who accepts it. It’s an exchange of consents. In other words, a contract protects each party involved. This builds a sense of trust between the two parties and ensures that none of them will be harmed.

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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: Bouley, L. (2019). Consulting Contracts: What are the best Confidentiality Clauses? PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Bouley-best-confidentiality-clauses-for-consulting-contracts.pdf

 


 

About the Author


Lise Bouley

Paris, France

 

 

 

Lise Bouley is a graduate student in Project and Program Management and Business Development at Skema Business School. Since her youngest age, she has had a strong entrepreneurial mindset and a desire to work worldwide. Her numerous international experiences (internships and exchange semester) gave her the opportunity to develop adaptability and to become a confident problem solver. Being open-minded and world-oriented increased her innovative skills. Highly interested in project management and its main upcoming challenges, she is getting certified by PRINCE2 and AgilePM.

Lise is not only defined by professional experiences. She has also several hobbies, cooking and oenology, she has been president of the oenological club of her business school. She loves to travel the world and discover new fields.

Lise Bouley can be contacted at: lise.bouley@skema.edu or https://www.linkedin.com/in/lise-bouley/

 

[1] Confidentiality Sample Clauses. (n.d.). Retrieved from https://www.lawinsider.com/clause/confidentiality

2 What is consulting? definition and meaning. (n.d.). Retrieved from http://www.businessdictionary.com/definition/consulting.html

3 What is consulting? definition and meaning. (n.d.). Retrieved from http://www.businessdictionary.com/definition/consulting.html

4 see table “Definition and example of key words” By Author

 

Investment-Centric Project Management

 

BOOK REVIEW

Book Title:    Investment-Centric Project Management: Advanced Strategies for Developing and Executing Successful Capital Projects
Author:  Steven James Keays
Publisher: J. Ross Publishing
List Price: $69.95
Format:  Hardcover, 439 pages
Publication Date: 2017
ISBN:  9781604271423
Reviewer:  Denise Murray, PMP
Review Date: March 2019

 


 

Introduction

Investment-Centric Project Management is a treatise on the redefinition of project management. At the outset the author defines a project as the development of a Profitability Performing Asset which only ends when profit generation is realized. Taking into account today’s complex project environment, the book systematically recasts project execution methods and challenges the reader to make a mental paradigm shift regarding familiar PM methodologies. Project elements (networks, budgets, teams, et al) are approached from a unique perspective and prompt readers to question their own project management proclivities. With an extensive background in industrial projects the author takes the reader on a Jules Vern-type journey pioneering new project management methods.

Overview of Book’s Structure

A “who, what, when, where, why, how” formula is used to divide the book into parts—a fundamental formula to address project management fundamentals.  Starting with “why,” Mr. Keays presents his purpose, theory, key concepts/definitions and personal position on the value of investment-centric project management. The second “where” part offers innovative notions on the project environment, budget mindset, organizational structure, and the definition of success. The third part (“how”) is somewhat like a procedures manual addressing activity/event sequencing and life-cycle phases. In part four a “who” discussion touches on staffing strategies and tactics as well as personnel selection considerations. Part five (“when”) is the live-action section wherein the project is underway and the challenges inherent in project execution are broached.  The sixth “what” part wraps up the narrative by introducing tools and techniques in the context of project execution and closeout actions. Part seven is a collection of appendices, the bibliography and a lexicon.

Neologisms abound throughout the book (e.g., kyopia, directrix, valunomy/valunomic, misanger, and abdicratas) as well as acronyms—for which Mr. Keays provides definitions and uses.  A reader’s vocabulary may be expanded with uncommon words such as esemplastic, ukases, sedulous, and virulence (unless one already routinely uses these words). The liberal use of figures, formulas, diagrams, and tables help the reader grasp concepts the author strives to convey. Innovative concepts are the hallmark of the book. These concepts are employed as a means to:

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To read entire Book Review, click here

 


 

About the Reviewer


Denise Murray

San Antonio, Texas, USA

 

 

 

Denise Murray’s professional experience includes thirteen years in defense as a project manager and an acquisition manager; and ten years in higher education as faculty, and senior administrator. She is a Project Management Professional and has a M.S. in Project Management from the George Washington University. She is currently a Program Management Analyst for the U.S. Air Force in Texas.

She can be reached at ndamurray@gmail.com or www.linkedin.com/in/dnmurray98

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Alamo Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Agile Approaches on Large Projects

 

BOOK REVIEW

Book Title:  Agile Approaches on Large Projects in Large Organizations
Author:  Brian Hobbs and Yvan Petit
Publisher: Project Management Institute, Inc.
List Price: $14.97
Format:  Soft cover, 133 pages
Publication Date: 2017
ISBN: 978-1-62825-175-3
Reviewer: Keith S Dever
Review Date: April 2019

 


 

Introduction

This book provides an interesting summary of an implementation problem set that is still evolving.  While agile approaches are doing well in their “sweet spot”, that is not the case for their implementation for large projects in large organizations.  The authors acknowledge at the beginning and end that they are likely leaving the reader with more questions than answers.  But they certainly lay out critical areas of context for implementation that will help the reader understand what they would face with implementing agile approaches in a large organization.

Overview of Book’s Structure

The book is laid out in a straightforward manner beginning with a short executive summary and an introduction to the study as a whole.  The study is designed to address agile approaches in terms of individual projects and the context in which they are carried out.  It also looks to provide insight into progress in scaling agile practices beyond single teams and single projects.

A literary review sets the stage by providing baseline definitions for agile practices and their benefits, insight into using agile at scale and the evolution of scaling frameworks, and finally a look at agile’s relationship with organizational culture and team approaches.  Next, the authors outline their methodology – a combination of case studies of six organizations and a survey.

The majority of the book follows with the results of the study.  To begin, the characteristics of the organizations studied are outlined in terms of context – public or private sector, size, primary activity and use of the agile approach.  Then comes a segment on the implementation of agile approaches in each organization.  A short section discusses front-end planning and architecture.  Next are results centering on the project organizations with an emphasis on team structure and roles.  Finally, tools and techniques and applicable scaling frameworks are covered.  The results conclude with a short portrait as provided by the results.

The authors complete their efforts with a short discussion segment covering team level, project level and the interaction between the project and the organization. Then they present their conclusion and remaining questions that deserve future research.

Highlights

The following are a few of my key takeaways from the book:

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To read entire Book Review, click here

 


 

About the Reviewer


Keith S. Dever

San Antonio, Texas, USA

 

 

Keith Dever is a transformational leader with a successful record of driving superior operations and demonstrated leadership ability in enabling rapid growth within organizations. His expertise lies in successfully creating and implementing strategic operational processes, coaching and developing employees, and managing technology programs and organization operations efforts to realize business operations improvements while overseeing a wide variety of operational responsibilities to ensure outstanding organizational oversight and optimize financial performance across a variety of industries. These include: client-facing program/project management and strategy transformation support, solution content development, business development and organization operations management, major business segment level financial management, budget development and oversight and policy and procedure reporting and control. And most recently, analytics and visualization, innovation and technology operations management for innovation services spaces, and propose/design/build/execute/operate cycles for technology centric spaces and events.

Keith can be contacted at Keith.dever1@gmail.com

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Alamo Chapter. Authors and publishers offer the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Project Finance: Principles and Efficiency

 

SECOND EDITION

By Prof. Dr. Tatiana V. Yurieva

and

Lyudmila N. Voropaeva, PhD

Russian Presidential Academy of National Economy
and Public Administration (RANEPA)

Moscow, Russia

 


 

Abstract

The paper covers the analysis of project finance, one of the most effective mechanisms for attracting investments to implement major, complex and expensive projects under high risks and uncertainty. The notion of ‘project finance’ and its key features were redefined by analyzing scientific publications, research carried out by experts and international economic organizations. It was demonstrated that a risk management system, identifying and sharing risks among its participants and assuming the presence of an appropriate security and guarantee package, is an integral element of project finance system. Project finance is characterized by a large number of stakeholders, necessitating organization of an effective system for managing their interests and contracts. Project finance involves a comprehensive analysis, the level of detail of which depends on project scale, possible risks, and social and economic impacts of management decisions. The advantages and disadvantages of project finance were determined in comparison with other financing models with regard to the interests of their participants. A significant share of global project finance market accounts for infrastructure projects, as well as projects in oil and gas production, involving both developed and developing countries. Modern project finance market is characterized by the decreasing share of public funds in financing of major infrastructure projects, including based on PPP principles, continuously improving the mechanism for attracting new sources of financing (infrastructure bonds, etc.).  In the Russian economy, project finance is mainly used in large investment projects in oil and gas production, transport infrastructure, electric power industry, etc. Many of these projects are implemented based on PPP mechanism, allowing not only getting the financial resources required, but also increasing the efficiency of utilizing state budget funds, applying advanced production, information and management technologies, professional competencies and skills of private partners, and reducing entrepreneurial investment risks. Effective interaction between the state and private businesses is based on sound legislative base, proven bureaucracy, reasonable return on investment rates, acceptable project payback periods for public and private partners.

The research involved analysis and synthesis, comparison, classification, as well as logical and statistical analysis methods.

Keywords: project management, project finance, infrastructure projects, public-private partnership, transport infrastructure.

JEL code: G11, O22

Introduction

Project management has proven to be an effective tool for initiating, planning and implementing any project. The essence of project management is using appropriate methods, tools, techniques and competencies when implementing projects (Voropaeva L.N., & Yurieva T.V., 2017). It should be considered that project management is carried out by implementing a set of processes (ISO, 2012).

Emergence of project management in major economies dates back to the 1950s. Project management techniques are traditionally used in construction, defense, oil and gas complexes and information technology. Over the last period, they have been increasingly introduced in social sector, and in state and local government system. Organizations using the project approach manage to ensure an innovation-based development, improve competitiveness, and prevent crisis amid continuous change (Kerzner H.R., 2013).

Financial security of projects is the most important part of project management. Projects can be implemented based on various financing models. Large investment project management under high risk is generally based on a special financing model, referred to as “project finance”.

Scientific publications, research carried out by experts and international economic organizations give much attention to understanding the notion of project finance.

In particular, the Basel Committee on Banking Supervision at the Bank for International Settlements defines project finance as a special financing method when funds are raised to carry out a particular project on the condition that they will be repaid from future project income with project assets being the only pledge. It is noted that a characteristic feature of project finance is the presence of a legally and economically independent project company operating based on own project initiators (sponsors) funds (Basel Committee on Banking Supervision, 2004, p.61).

The first research papers on project finance were published in such journals as Harvard Business Review and Sloan Management Review in the late 1970s and early 1980s. The most part of research on various project finance aspects was carried out during the past decade. Many of them have been published in such well-known journals as the International Journal of Project Management, the Journal of Applied Corporate Finance, the Project Management Journal, World Development, and others, and are mainly practical (Müllner J., 2017).

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Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 8th Scientific Conference on Project Management in the Baltic States at the University of Latvia in April 2019.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Voropaeva, L. N.; Yurieva, T. V.  (2019); Project Finance: Principles and Efficiency; presented at the 8th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2019; republished in the PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Voropaeva-Yurieva-project-finance-principles-and-efficiency.pdf

 


 

About the Authors


Prof. Dr. Tatiana Vladimirovna YURIEVA

Moscow, Russia

 

 

 

Born in Moscow (Russia). Doctor of Economics, Professor Yurieva graduated from Moscow State University named M. V. Lomonosov (faculty of Economics).

Tatiana Yurieva worked at Moscow State Construction University, Moscow State University of Economics, Statistics and Informatics (MESI). Since 2011 working in the Russian Presidential Academy of National Economy and Public Administration (RANEPA) as head of the Department projects and programs management, also head scientific program “Projects and Programs Management” (RANEPA).

Member of the Russian Project Management Association. Advisor on scientific activities of the President of the Moscow Association of Entrepreneurs. Member of the editorial Board of the journal “Financial Business” (Russia), “Risk Management” (Russia), “Regional Economy and Management: electronic scientific journal” (Russia), Programme Committee “International Scientific Conference on Project Management” (Riga, Latvia).

Author of monographs, textbooks and more than 90 scientific articles on Economics and Management. Participant of more than 30 international scientific and practical conferences.

Head of scientific work of undergraduates, postgraduates and doctoral students. She participated in the implementation of projects as a manager and executor, in expert and analytical activities in the bodies of state and municipal administration. Yurieva Tatiana is Honorary worker of higher professional education of the Russian Federation.

Dr. Yurieva can be contacted at email: yuryeva@ranepa.ru or web: https://www.ranepa.ru

 


Liudmila Nikolaevna VOROPAEVA

Moscow, Russia

 

 

 

Born in Astrakhan region (Russia). L. N. Voropaeva graduated from the Moscow Institute of Civil Aviation Engineers (specialty “Air transport management”) in 1980 and the Financial Academy under the Government of the Russian Federation (specialty “Finance and credit”) in 2003. Currently, she works at Aeroflot PJSC, Deputy Director of the accounting Department, is an associate professor of the Department projects and programs management of Russian Presidential Academy of National Economy and Public Administration (RANEPA), PhD in Economics.

Experience in the civil aviation system for more than 30 years, has practical experience in foreign offices of the airline, is a leading specialist in financial management, risk management, accounting and tax accounting in civil aviation.

She has certificates of the International Civil Aviation Organization (IATA) on financial management, leading Russian institutions in the field of education on the organization of financial and management accounting, currency legislation of the Russian Federation. SheHe is the head of the working group on reorganization of financial activities of Aeroflot representative offices abroad in the SAP ERP system.

Experience of teaching since 2010 as an associate Professor at the departments of Management and Economics and Air Transport Management of the Moscow State Technical University of Civil Aviation, the higher commercial school “Aviation business”, the Center of training MGTU GA, the Department projects and programs management of RANEPA.

Experience in consulting on project management – 20 years. She has managed and participated directly in more than 20 projects for the creation of automated accounting systems for various business processes related to the international commercial and financial activities of the airline, as well as in the organization of internships abroad for specialists in the aviation industry. Author (co-author) of 2 monographs and textbooks, more than 20 articles.  Courses taught: Project financing, Effective mechanisms of financial management, Financial risk Management.

For many years of conscientious work in the field of civil aviation. L. N. Voropaeva was awarded with honorary signs “Excellent Aeroflot”, “Excellent air transport” and “Honorary worker of transport of Russia”.

N. Voropaeva can be contacted at email: l.voropaeva@mstuca.aero or web: https://www.ranepa.ru

 

 

 

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