Technology pole against tsunamis

CONTENT
• TSUPOLE SYSTEM PROJECT
• FROM SLIDE 5 : ABOUT THE PROJECT
• FROM SLIDE 18 : ABSTRACT
• FROM SLIDE 31 : SOURCES
• FROM SLIDE 42 : RESOURCES
• FROM SLIDE 65 : PROPOSAL FOR NEW SCHEDULE. MATRIX PROJECT
• FROM SLIDE 80 : PROPOSAL FOR NEW FLOW CHART AND NEW SCHEDULE
• FROM SLIDE 90 : BUDGETING FOR THE PROJECT AND BASELINE REVISION OF PROJECT AGREEMENT
FOR CURRENCY RISKS
• FROM SLIDE 117: DELIVERABLE AND SPECIFICATIONS
• FROM SLIDE 120: PRODUCT PROJECT
• FROM SLIDE 166: SCOPE MANAGEMENT
• FROM SLIDE 180: CUC MATRIX
• FROM SLIDE 186: DELPHIC ESTIMATE
• FROM SLIDE 192: PROJECT ECONOMIC AND FINANCE
• FROM SLIDE 201: SPONSOR STRATEGY
• FROM SLIDE 206: PROJECT DEVELOPMENT: PROJECT TIME MANAGEMENT
• FROM SLIDE 232: SUPPORT SERVICES
• FROM SLIDE 241: TSUPOLE IMPLEMENTATION
• FROM SLIDE 253: TSUPOLE PROJECT CHANGE REQUEST
• FROM SLIDE 259: MITIGATION AND RISK ASSESMENT
• FROM SLIDE 267: PROJECT CONTROL
• FROM SLIDE 270: PROJECT MANAGEMENT ORGANISATION
• FROM SLIDE 272: QUALITY MANAGEMENT
• FROM SLIDE 276: CONCLUSION

TECHNOLOGY POLE
AGAINST TSUNAMIS
GS RADJOU
MBA 9 CNAM
PROJECT

PROJECT MANAGEMENT
KEY- WORDS
PRODUCT MANAGEMENT
SCOPE MANAGEMENT
PLANNING DEVELOPMENT
TIME MANAGEMENT
RESOURCE PLANING
EXECUTION AND CONTROL
RISK ENGINEERING
PORTOFOLIO MANAGEMENT

-5,00
0,00
5,00
10,00
15,00
20,00
25,00
30,00
35,00
0,00 20,00 40,00 60,00 80,00 100,00
X
Y
Trajectoire Distance maxiFig.1 Trajectories of projects
Project 2
Project 1
PRESENT FUTURES
(BASELINE, PROJECT)
(REVIEWED, PROJECT)
The same project at two
Different progess steps
Goal
GS RAJOU MBA 9 CNAM
A DROP INTO THE FUTURES

PROJECT PROFILE AND PHASES
• TSUPOLE PROJECT CYCLE
°
Trajectory
The project is running late.
and budget is over running
As consequences,
Budget base line
Is increased from
Departure to end
Goal is maintained
°Depatures from
Baseline project
Over projections
Rejects
Gas phase: ideas Liquid phase: planning and executing
Baseline budget and schedule.
Solid phase: to be completed with
Mitigations and uncertainties
Project starts with
a deliverable
Project ends with
a deliverable
Planing and review ExecutionPre-project
GS RADJOU MBA 9 CNAM

PROJECT STARTS : 01/06/2006
ACTIVITY NAMES START N° DAY START DURATION
Project management cycle
Definition 01/06/2006 - 3
Planning 02/06/2006 1 2
Project control 04/06/2006 4 3
Time & cost management 04/06/2006 4 3
User support 07/06/2006 7 6
Maintenance 07/06/2006 7 6
PROJECT MANAGEMENT LIFE CYLE
GS RADJOU @ CNAM MBA 9

PROJECT MANAGEMENT CYCLE
Product definition: Identification
of the right deliverable as regard
to its compliance to sponsor’s
objectives,by criteria of price,
(cost), risk and value.
Project planning: developement
and maintenance of the project
baseline plan, which describes
project execution baseline.
Project time & cost management:
development and maintenance
of project baseline schedule and
budget to complete.
Project control: analysing causes
for detected variances, and making
adequate decision to conform
with time, budget and quality
baselines
Project control also addresses
preparation of support and
maintenance
GS RADJOU @CNAM MBA 9, - source: Lecture of Prof. Gilles Vallet

TIME DURATION OF MANOEUVRING ACCORDING TO SITES
• MAPPING OUR WORK
• LOCATION SITES
Site B
(1 day)
Site P
(3 days)
Site Bo
(1 day)
Site T
(1 day)
Site Pi
(7 days)
Site Pe
(1 month)
Site B’
(4 months)
Site P’
(Forever)
Inegration
Pole on
the right
Track
Pole acitvities is
Are shared amongst
Another activity
Very good
Clean
Popular
Beach
No Mud
In the soil
2 workers
300 basic Workers
Basic: soil with dry
mud (not swanpy
Dry rock, average
Calculation: days X weight
Everything
In the soil to
be success
full
Work
On week-end
Unknown
?
Very good
Not reconduct
Old soil with mud. The soil
to be monitored regularly.
2 workers,
sood soil
GS Radjou, MBA9,

WORK LOCATION SITES
• THE LOCATION HOLE TO INSTALL THE
TSUPOLE.
BEFORE INSTALLING
THE TSUPOLE, ONE
NEEDS TO DIG A HOLE
AND REMOVE THE SOIL
IN ORDER TO SET-UP
THE SHOE OF THE
TECHNOLOGY POLE
5 m 5 m
5m

21 22 23 24 25
26 27 28 29 30
CALENDAR FOR PROJECT OPERATIONS
MON TUES WEN THU FRI SAT SUN
1 2 3 4
5 6 7 8 9 11
12 13 14 15 16 17
19
20
Project Tsupole installation of tsupoles on beach B1, B2, B3, B4
MANŒUVRE ON SITE Pi
JUNE
2006
PROJECT START
18
10
Duration time: 14 days
GS RADJOU MBA9 CNAM

1
3
6 8
11
19 20 21 22 23
24 25 26 27 28 29 30
CALENDAR FOR PROJECT OPERATIONS
MON TUES WEN THU FRI SAT SUN
2
4
5 7 9
10
12 13 14 15
17
18
JULY
2006
16
Installation B1, B2, B3, B4
Project End
Project End
RADJOU@CNAM MBA9
THIS SITUATION OCCURS 6 MONTHS LATER IN THE AFTERMATH OF TSUNAMI DEC. 26, 2006
THE INTERNATIONAL COMMUNITY IS MOVING FORWARD SO THIS NEVER HAPPEN AGAIN.

MANAGEMENT DISTINCTION
« OPERATION AND PROJECT »
• OPERATION VERSUS PROJECT
• EACH PROJECT IS UNIQUE.
• THE PROJECT MANAGEMENT DELIVERS FROM ITS
START A SINGLE SERVICE OR PRODUCT TO
CUSTOMERS
• TSUPOLE PROJECT VARIES ACCORDINGLY TO
SITES WHERE THEY ARE IMPLEMENTED
• EACH PROJECT STEPS WILL BE DESIGN, PLAN AND
EXECUTED ACCORDINGLY TO CRITERIA OF SITES
WHERE THE INSTALLATION TAKE PLACE.
• THEREFORE EACH PRODUCT OR SERVICE IS
UNIQUE

MANAGEMENT DISTINCTION
« STRATEGY AND PROJECT »
• STRATEGY VERSUS PROJECT
• THERE WILL BE TIME WHEN THE PROJECT
PROCESS WILL HAVE TO BE
• REPEATED
• BECAUSE OF STRATEGY MOTIVATIONS
(CUTTING COST, SPONSOR
REQUIREMENT,…) PROJECT OPERATIONS
COULD USE DEVELOPMENT PLATFORM IN
ORDER TO HAVE A BUSINESS
PROFITABILITY. HOWEVER, WILL HAVE AN
START AND END.

PROJECT OPERATION ESTIMATE
• CHARACTERISTIC BASED ESTIMATES
• 300,000 DEATHS (ESTIMATES OF 26 TH
• DEC. 2004)
• RATIO: 50 PEOPLE/TSUPOLE – SEEMS
REASONABLE FOR TSUPOLE
FEATURES THAT NEED TO BE TESTED

• TOTAL COST OF« TSUNAMI SAVING LIFE PROJECT »
• TSUPOLE ESTIMATE PRICE: 2000 €
• PROJECT SIZE ESTIMATE:
• => NUMBER OF TSUPOLE: 300000/50 = 15000 units
• => INVESTMENT: 15000 x 2000 = 30 MILLIONS
• => REAL COST OF PROJECT ESTIMATE:
– 30 MILLIONS (raw materials) x 3 = 90 MILLIONS EUROS
– TOTAL COST OF PROJECT = 100 MILLIONS EUROS
– TOTAL = 100 MIOS
• 30 MIOS (TSUPOLE INVESTMENT)
• 60 MIOS (TSUPOLE ENVIRONMENT)
• 10 MIOS (RISK MANAGEMENT)
PROJECT SIZE ESTIMATE (IN EUROS)
CONCLUSION: this is less than at least
one fifth of what has been spent by
the International communities for the
relief of Tsunami sufferers Dec 26 2004
ASSUMPTION

BEFORE THE PROJECT
ITSELF… PROJECT COMMUNICATION
SOURCES

PROJECT ABSTRACT
• PREPARADNESS AND PROTECTION
• + PROTECTION VERSUS DISUASION OR
DETERENCE
• + PRESENT WARNING SYSTEM IS MORE DISUASIVE
THAN PROTECT PEOPLE AND THEIR ENVIRONMENT.
• + THE 15 MINUTES PREPARADNESS BEFORE
ARRIVAL PREDICTED TIME TSUNAMI MEGA WAVES
ARE A CRITICAL FACTOR TO THE 100% AVAILABILITY
O F T H E P R O J E C T A N D S U C C E S .

PROJECT ABSTRACT
• WARNING
• IF THE PREVIOUS SYSTEM FAILED TO
DELIVER IT IS BECAUSE THE MIS WAS
NOT A SUITABLE WAY TO CONVEY
UNDERSTANDING AND MEANING FOR
PEOPLE RECEIVING THE TSUNAMY
MESSAGE OR SIMPLY THERE WAS
N O T M O B I L E P H O N E O W N E R .

PROJECT ABSTRACT
• I SUGGESTED THIS TIME TO THE
INTERNATIONAL COMMUNITY A MORE
APPROPRIATE AND LOCAL RESPONSE
WHERE EARTHQUAKE SATTELITE
DETECTIONS PLAY A GREAT ROLE,
HOWEVER, LOCAL RESPONSIVENESS
WOULD BE FAVOURED WITH THE
PREPARADNESS OF THE TSUPOLE
A N D E M E R G E N C Y T S U N A M Y
E V A C U A T I O N

PROJECT ABSTRACT
THE ANTI - TSUNAMY PREPARADNESS
EMERGENCY BASED RESPONSIVENESS HAS
2 C O M P O N E N T S :
=> A TECHNOLOGY SIDE IN WHICH THE
TSUPOLE IS PERFECTLY INTEGRATED IN THE
TSUNAMY PROTECTION SYSTEM BASED
S AT T E L I T E O R N AT U R A L S Y S T E M S
( M A N G R O V E S , C O R A L R E E F )
=> AN EDUCATIVE SIDE: HOW TO LIVE IN A
PLACE WHERE DISASTERS AND THEIR
CONSEQUENCES ARE NEVER FAR AWAY.

PROJECT ABSTRACT
• IN OUR EXPERIMENTAL PROJECT THE
TUSPOLE (STATIC BODY) COUPLED WITH A
WAVE DETECTOR THAT IS 10 KM AWAY
FROM THE SEA SHORE AND NEVER FAR
FROM THE POTENTIAL DISATERLAND
• IF THE MEGA WAVE IS 40 KM PER HOUR
THIS GIVE A 10 KM LENGTH TO PREPARE
AND RUN TO A BOAT. (AND NOT TO RUN
NOWHERE IN CASES OF THE WILDNESS OR
WHEN THE LAND IS FLAT THEREFORE IT
SEEMS THAT RUNNING IS USELESS, ETC)

PROJECT ABSTRACT
+ IT IS PROTECTIVE IN THE WAY A SAFETY DOOR
DOES IT TO YOUR HOUSE. YOU TRY ONE OR TWO
HOUSES AND YOU GAVE UP BECAUSE OF THE
STRENGTH OF THE DOOR RESISTANCE.
+ IT IS NOT LIKE AN ALARM THAT RING THE BELL,
HOWEVER NOT DETERENT ENOUGH.
+ THE 3 MINUTES BELL RING GIVE THE BUGGLAR
ENOUGH TIME TO COMMIT ITS CRIME AND RUN
AWAY. IN THAT SENSE I FELT THAT THE MOBILE
SYSTEM (THAT IS COUPLED TO DETECTION
SATTELITE DID NOT PLAY THEIR ROLE.

PROJECT ABSTRACT
• +STATISTICS SHOW THAT 8 OUT OF 10 PEOPLE
SURVIVING AT SEA CAN ESCAPE IF REMAINING
(NOT MOVING AWAY) HANG TO A « DEAD BODY » - A
FLOAT OR FLOATING BODY.
• +TODAY FIGHTING TSUNAMIS IS BASED ON
COUNTRY (JAPAN AND OTHERS) EXPERIENCING
WITH THEM EITHER BY ALERTING AND ESCAPING
R O U T E S O F T U N A M I E N C O U N T E R S .

+ TIMING AWAY FROM POTENTIAL DISASTER
ZONES ARE CRUCIAL IN INDIVIDUALS OR
GROUPS INBOARDING BOATS WHEN
MANŒUVRES COME AND HAVE TO BE ON
TIME AND EXECUTED IN A TIMELY MANNER.
+ THE TSUPOLE IS A COMPLEMENTARY MEAN
OF TRADITIONAL EARTHQUAKE DETECTION
AND DETERRENCE.
PROJECT ABSTRACT

PROJECT ABSTRACT
• STRONGLY THIS INNOVATIVE SIDE VIEW OF
DEALING WITH A FRIGHTENING GEO-HAZARD
WITHIN THE TECHNOLOGY POLE SYSTEM I CALLED
TSUPOLE (TSU- POLE) I.E. A POLE AGAINST
TSUNAMI.
• POLES ARE EVERYWHERE, IN THE STREET ,
WORKPLACES, WHERE WE LIVE, EVEN MORE
FACING THE THEATRE OF DISASTERS. WE NEVER
THOUGTH THEY COULD BECOME OF GREAT
UTILITY (USEFUL)

PROJECT ABSTRACT
• TSUPOLE IN APPEARANCE LOOKS LIKE OUR
MODERN HIGHWAY POLES
• ESPECIALY OUR OLD VERSION OF HIGHWAY
POLES. THEY SHOULD RESIST TO THE
IMPACT OF A MEGA WAVE, WHICH
ISUPPOSE SHOULD BE THE EQUVALENT OF
ONE OR TWO CARS CRASHING ON THEM AT
A SINGLE DURATION TIME IN TERM OF
ENERGY TRANFER FROM MOBILE TO THE
TECHNOLOGY POLE.

PROJECT ABSTRACT
• + REVERSIBLY THEY SHOULD ABSORB
THE ENERGY AND DEFORM DURING
COLLISION. INSTEAD THEY SHOULD
KEEP FIT AND MAINTAIN FLEXIBILITY
AND STRENGTH DURING THE
« TSUNAMI » CRASH EXPERIENCE

PROJECT ABSTRACT
• + IN THE STUPOLE ANSWER I HAVE REPLACED
THE MOBILE PHONE ANSWER WITH A NOISY
SIRENE ALARM AND A HUGE LIGHT PROJECTOR SO
WHEN HEARD AND SAW, PEOPLE WOULD BE
AWARE, THERE IS AN ENORMOUS THREAT TO
THEIR LIVES AT 10 KM (OR 15 MINUTES).
• I THINK THIS MESSAGE WOULD REFLECT A
DIFFERENT WARNING THAN AN ANONYMOUS
A L A R M I N G M O B I L E P H O N E C A L L .

PROJECT ABSTRACT
• + TSUNAMY EXPERIENCE AND EXPERIENCING
TSUNAMI IS A LIFETIME EXPERIENCE FOR
SUFFERERS, (WHEN AND IF)OCCURING WHICH
C O N S E Q U E N C E S A R E O V E R L A S T I N G .
• + WHAT DIFFERENTIATE A TRADITIONAL TSUNAMY
RESPONSE AND THE TSUPOLE RESPONSE IS IN
THE PREPARADNESS AND THE 15 MINUTES AND TH
10 KM WHEN THE MEGA WAVE REACH THE
TSUNAMI DETECTOR AREA AT SEA, ON THE LAND
THERE WILL BE A BIG NOISE FROM THE SIRENE
(THAT YOU CAN HEAR FROM VERY FAR) AND A BIG
L I G H T I N T H E S K Y ( E N L I G H T E N I N G I T ) .

PROJECT MEDIA COMMUNICATION
T S U P O L E : T E C H N O L O G Y P O L E A G A I N S T T S U N A M I S

THE WEAKESS LINK
• T S U N A M I W A R N I N G S Y S T E M
• => It is estimated during a short period of time 300,000
people died in the December 26, 2005 Indian Ocean
Tsumami that reached the Horn of East Africa.
• => Effects of the earthquake had castastrophic
consequences in Banda Aceh, Sumatra, and the
aftermather will remain a disaster for a longtime and an
exceptional God event, probably for sure.
• => However, means to protect people lives were there in
the sky and on earth with full of technologies .
GS RADJOU MBA9, CNAM

THE WEAKESS LINK
+ 100s of sattelites are populating the sky,
orbiting around the earth or in geo-
stationary orbit status when not filling an
entirely still unspoilt part of our space,
e . g . t h e o u t e r s p a c e .
+ Also, there is « The Pacific Warning
System (based in principle on mobile
mobile phone calls and SMS text
messages). It failed to deliver what was
expected from a warning system.
GS RADJOU MBA9, CNAM

HIGHWAY TECHNOLOGY
+ I have called this project case study : the
Tsupole project. It is a technology pole in
common parts similar to modern highway
poles but in function much more looking like
our road traditional poles because this time
they were not bending under the crash of
mobiles impacting them and destroying lives.
+ A Tsupole does not have to break when a
mega wave collide it. Instead, it has to
s u s t a i n l i v e s f o r s u r v i v o r s .

TSUNAMI ALERTS
….LET US PAY
ATTENTION
TOGETHER….

PROJECT AGREEMENT
• CALL: 52 51 063 009 TO KNOW MORE ABOUT IT
PROJECT AGREEMENT
UNDP
TSUPOLE NETWORK
UNDP ensuring that Tsupoles
Are supplyed to resident country
Offices on behalf of contractors.
www.undp.org
TSUPOLE
A Technology for the future
In your home country? Tsupole!
If you think about sustaining your
Development it is time to think about it
GS Radjou, MBA9, CNAM (inspired by an advert. from GDF)

CONSTRUCTION OF PROJECT PLAN
WHAT
=>PBS
WHO
PROJECT
FLOWCHART
=>WBS
WHERE
=> ABS
WHEN
=>SCHEDULE
HOW
OBS
RAM

RE(SOURCES) EVERYWHERE
• SLOGAN
• => THE WORLD IS FULL OF TSUNAMIS.
• => TSUNAMIS ARE EVERYWHERE IN THE
WORLD.
•
• => THEREFORE, OUR DISASTER TEAMS ARE
EVERYWHERE IN THE WORLD.
• => AS CONSEQUENCE RESOURCES ARE
EVERYWHERE.

THE PROJECT TEAM
RESOURCES IN ACTION

PEOPLE AND
ASSIGNMENT
KEY STAKEHOLDERS
ORGANISATION BREAKDOWN STRUCTURE (OBS)
RESOURCE BREAKDOWN STRUCTURE (RBS)
RESOURCE ASSIGNMENT MATRIX (RAM)

PROJECT SIZES
MEDIUM PROJECT
(10 people)
LARGE PROJECT
(1000 people)
SMALL PROJECT
(5 people)
GS RADJOU @ CNAM MBA 9 (From Prof. Gilles Vallet lecture)
PROJECT SIZE MATTERS

HIGHER LEVEL
AND STRATEGY
THE STRATEGY OF THE ORGANISATION IS
HOW TO GO GLOBAL IN THE CHALLENGING
ENVIRONMENT THE DIVERSITY CAN HELP
MANAGERS TO BECOME GLOBAL AND FOCUS

ORGANISATION BREAKDOWN
STRUCTURE (OBS) OBS

KEY STAKEHOLDERS
SPONSOR: World Bank
Delivering the Permit Utility,
date: 01/06/08 (Buyer)
Unit Name: Sri-Lanka
Tsupole (Tsunami) Centre
Development Ministry:
survey and land occupation,
100 m²
Directorate for Sustainable
and Territorial development
Project
management
Team: UNDP
Water World
Council, SIWI,
Others
Engineering
Team: USA,
China, GB,
France,
Russia,
others
Trading
company:
Supplier of
technology
poles
Sri-lanka
local
labouring
company
OBS

DISASTER TEAMS IN THE WORLD
• PEOPLE CHART
TSUNAMIS
HEADQUARTERS
AFRICAN
CONTINENT
AMERICAN
CONTINENT
ASIAN
CONTINENT
OCEANIAN
CONTINENT
WORLD
MAINTENANCE
GEO-HAZARDS
TSUPOLE
PRODUCTS
AND SERVICES
Country office Country office Country office Country office
S2
S3S3S3
S1 S1S1
S2S2
S1
S2
S3
S4
S1
S2
S3 S5
Sectionlevel
10
GEO-HAZARDS
TSUPOLE ORGANISATION
B1/ Business Unit n° 1
Total staff: 100
Country office: 10 staff
Sectiion office/ 30 staff
per section
100 STAFF 100 STAFF 100 STAFF 100 STAFF
Continent offices
100 STAFF
B1 B2 B3 B4 B5
Western
World
Eastern
World
A SECTIONS IS A COUNTRY
SUBSIDIARY OF SPONSORS
FOR INSTANCE SECTION 1 HAS
4 BEACHES (LOCATIONS) IN
OUR CASE STUDY (SCENARIO).
10 10 10 10
10
10
10
10
10
10
10
10
10
10
10
25
25
25
25
25
OBS
B1
B2
B3
B4

RESOURCE BREAKDOWN
STRUCTURE (RBS) RBS

RESOURCE BREAKDOWN STRUCTURE
RBS
RESOURCE BREAKDOWN STRUCTURE (MATRIX)
WORKING ON SUBSIDIARY S1 (SECTION 1)
PEOPLE PROJECT CODE N° EFFECTIF TOTAL
OFFICERS O0 6
Managing Director O1 1
Dir Production O2 1
Dir Finance O3 1
Dir Engineering O4 1
Dir Marketing O5 1
Dir Quality O6 1
WORKERS W0 6 6
Worker 1 W1 1
Worker 2 W2 1
Casual W3 1
Foreman W4 1
Supervisor W4 1
Coordinator W5 1
CASUALS C0 0 0
Country
Office
S1
B1
B2
B3
B4
ASIAN
CONTINENT
SRI-LANKA
Colombo
GS RADJOU MBA9 CNAM
SUBSIDIARY LEVEL
RBS
In stand by

PROJECT OPERATION
AND WORKPLACES
Real presence on the ground is ensured
by a strategic team and a working team
doing the tsupole business (workplaces)

PEOPLE DECISION MAKING PROCESS
MANAGING
DIRECTOR
DIRECTOR
MARKETING
DIRECTOR
FINANCE
DIRECTOR
ENGINEERING
DIRECTOR
PRODUCTION
DIRECTOR
QUALITY
COUNTRY OFFICEProject Managing Directors
satisfy requirements of key
stakeholders and Contractors
satisfy contract requirement
RBS
PROJECT TEAM S1 B3

COMMAND AND RESPONSIBILITY CHAIN
CONTRACTING
CALL
TENDERS
DIR
MARKETING
Full-time
1 p.week
ENVIRONMENTAL
DIAGNOSTIC
DESIGN
PROTOTYPE
FUNCTIONAL
DIAGNOSTIC
IMPLEMENTATION
SPV
TSUPOLE
PART
TSUPOLE
TRANSFER
Milestone DIR
ENGINEERING
Full-time
1p.week
Milestone
DIR
PRODUCTION
Full-time
1 p.week
MilestoneDIR
FINANCING
Full-time
1 p.week
Milestone
AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS

COMMAND AND RESPONSIBILITY CHAIN
ADMINISTRATION
APPRAISAL
PERMIT
UTILITY
TSUPOLE
COMMISIONING
END-USER
TRIGGERING
TRACKING ERRORS
DIR
QUALITY
Full-time
1 p.week
MANAGING
DIRECTOR
Full-time
1 p.week
LIAISING OFFICER WITH COUNTRY
OFFICE GEO-HAZARD AND ASIA
GEO- HAZARD HEAD OFFICE.
AT COUNTRY LEVEL: SRI-LANKA, COLOMBO RBS

INTERMEDIATE LEVEL
COORDINATOR
(1)
SUPERVISOR
(1)
FOREMAN
(1)
COORDINATION
1 person in charge
of the coordination.
In fact he/she is a
manager working at
ground level and is
participating in the
management of the
t e a m .
Main duties woul be:
+ r e c r i t m e n t
+ c o n t r o l o f
inventory and stock
+ ac o un t ing f or
t s u p o l e
+ oredering parts
+ quality checks and
error corrections
+ work timing and
check-in/check-out
+ general auditing of
i n t e r n a l w o r k s
+ meeting suppliers
and use of media
communication and
in chare of planning
and team uniforms.
A l s o p l a n t h e
training of staffs
Visite regularly the
country office to
meet the managing
d i r e c t o r
SUPERVISION
1 supervisor: could
d e p u t e r i z e i n
a b s a n c e o f
c o o r d i n a t o r a t
sudsidiary levels.
+ I n c h a r g e o f
discipline, work
organisation in case
of absence on the
worklows at beach
l e v e l .
+ r e c r u it m e n t o f
c a s u a l s t a f f .
O r g a n i s e t h e
maintenance and
cleaning of poles
when works are
done during out of
work time (vacation,
summer holidays.
+ expert in using
tools and equipment
+meets regularly the
coordinator to rport
on it section (4
b e a c h e s )
+ m o t i v a t i o n o f
w o r k l i n e s
+ c a n s u p p l y t o
defection on worker
absence and play a
foreman role during
P e a k h o u r s o f
a c t i v i t i e s
FOREMAN
+ he is a middle
manager +1multi
task worker
+ ensure the
moral of staff
and motivation
based on
improvement of
quality standard
+ supply
defection at the
workplace
+ overall
collaborator in
the team
+ hardworking
person
+ inspired by
being himself a
leader of the
team.
+he is still
learning of the
business of
tsupole.however
great knowledge
of cultures.

A DEDICATED TSUPOLE LOW LEVEL
(HOLE LOCATION SYSTEM)
CONCEPT
AND
DESIGNING
PROTOTYPING
AND
MANUFACTURING
ORDERING
AND
STARTING
IMPLEMENTING
AND
INSTALLING
ORDERING
AND
STARTING
GLOBAL
PICTURE
OF THE
TSUPOLE
PROJECT
START
CASUALL
WORKER 2
POLE
WORKER 1
SHOE
FOCUS
ON
TSUPOLE
GS RADJOU @ CNAM MBA9

TEAM WORK RESOURCES
TEAM
OF WORKERS
Sri-Lanka sites Workers Locations
SITE 1: AMANS Foreman 1 Beach 1
Worker 1
Worker 2
Casual X
SITE 2: BOULDOU
Beach 2
worker Y β
Worker Z γ
Casual H δ
SITE 3: RAMAN Beach 3
ζ
η
θ
SITES 4: RASHAN Supervisor/Foreman
4
Beach
Jacques B 2
Christine C 3
The supervisor
works normally
at subsidiary
Level and has
responsibility
Over 3 sites
1 Foreman
to supervise
team work
on locations
THE
COORDINATOR
LIASING SITES
VIA SUPERVISOR
AND
COUNTRY
OFFICE
Women
workers
OPEN SITE
WAITING TO
BE EVACUATE
ACCLIMATISATION
SITE

PROPOSAL FOR NEW
SCHEDULE
• GROUNDS
• => THE SET-UP OF A PROJECT
ORGANISATION DEDICATED TO THE
TSUPOLE PROJECT MANAGEMENT
(EMBEDDED ORGANISATION SUBSYSTEMS
INTEGRATING ALL PROJECT STEPS)
• => NEW BASELINE FOR THE PROJECT
• DIFFERS FROM THE INITIAL BASELINE
PROJECT

PROJECT UNIT ORGANISATION
EMBEDDED ORGANISATION: PROJECT MATRIX
THE STRUCTURE ORGANISATIONS THAT ARE WORKING FULL
TIME ON THE TSUPOLE PROJECT

PROPOSAL FOR NEW SCHEDULE
TSUPOLE PROJECT SUBSIDIARY UNIT
ACTIVITY
EFFORT
RESOURCE
RATE
SCHEDULING SEQUENCE

SCHEDULE CONSTRUCTION
• TSUPOLE ORGANISATIONAL
• STRUCTURE
A B
PASSIVE PHASE
STANDBY
TSUNAMI CELL
OVERALL HAZARD
TEAMS
ACTIVE PHASE
PERFORMING
REDUCED
PROJECT
CYCLE
OFFENSIVE
AND PERMANENT
MOBILITY
MAXIMUM
FOCUS
ON TSUPOLE
GEO- HAZARD ORGANISATION
GS RADJOU @CNAM MBA9
OBS
TRADITIONAL
ORGANISATION
PROJECT MANAGEMENT
ORGANISATION

ACCEPTANCE
TESTS TSUPOLE
IMPLEMENTATIO
N
ENVIRONMENTAL
TEST
ADMINITRATION TSUPOLE
DESIGN
TECHNICAL
TEST
PERMIT UTILITY
PROJECT
MANAGEMENT
TEAM LEADER
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
TSUPOLE
PROJECT A
SUPERVISOR
TSUPOLE
PROJECT C
COORDINATOR
TSUPOLE
PROJECT B
PERFORMING
ORGANISATION
WORKER 1, 2
CASUAL
MANAGING
DIRECTOR
DIR
PRODUCTION
TSUPOLE
PROJECT D
DIR
QUALITY
DIR
ENGINEERING
DIR FINANCEDIR
MARKETING
THE EMBEDDED ORGANISATION
GS RADJOU@ CNAM MBA9
Core team knows each others
on a defined allocated project
TOGENERALORGANISATIONMODE

RESOURCE BREAKDOWN
• TSUPOLE PROJECT ORGANISATION
TSUPOLE
SYSTEM
SUBSYSTEM A SUBSYSTEM B SUBSYSTEM C
EBO
GS RADJOU @CNAM MBA 9

PERFORMING
ORGANISATION
WORKER 1, 2
CASUAL
MANAGING
DIRECTOR
DIR
PRODUCTION
TSUPOLE
PROJECT D
DIR
QUALITY
DIR
ENGINEERING
DIR FINANCEDIR MARKETING
TEAM LEADER
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
TSUPOLE
PROJECT A
SUPERVISOR
TSUPOLE
PROJECT C
COORDINATOR
TSUPOLE
PROJECT B
ACCEPTANCE
TESTS TSUPOLE
IMPLEMENTATION
ENVIRONMENTAL
TEST
DESIGN
TECHNICAL
TEST
PERMIT UTILITY
PROJECT
MANAGEMENT
PROJECT
ORGANISER
THE EMBEDDED ORGANISATION (EBO)
PROJECT MATRIX
SUBSYSTEM A
SUB
SUBSYSTEM B
SUB
SUBSYSTEM C
GS RADJOU@CNAM MBA9

ACCEPTANCE
TESTS TSUPOLE
IMPLEMENTATION
ENVIRONMENTAL
TEST
DESIGN
TECHNICAL
TEST
PERMIT UTILITY
PROJECT
MANAGEMENT
SUBSYTEM A
GS RADJOU@MBA 9 CNAM
2 EXPECTED
DELIVERABLES
ENTRY PROCESS
DELIVERABLE
OUTPUT
DELIVERABLE

SUB-SUBSYTEM C
TEAM LEADER
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
TSUPOLE
PROJECT A
SUPERVISOR
TSUPOLE
PROJECT C
COORDINATOR
TSUPOLE
PROJECT B

PERFORMING
ORGANISATION
WORKER 1, 2
CASUAL
MANAGING
DIRECTOR
DIR
PRODUCTION
TSUPOLE
PROJECT D
DIR
QUALITY
DIR
ENGINEERING
SUB-SUBSYSTEM B
INPUT DELIVERABLE
PERMIT UTILITY
ACCEPTED SHOE CONFORMED TTSUPOLE
OUTPUT DELIVERABLE OF SUB-SUBSYSTEM B

BREAKDOWN OF SUBSYSTEM A
• INITIAL STAGE PERMIT UTILITY
MARKETING
(THE PROJECT)
FINANCE
(SPV FINANCING)
PROJECT
MANAGEMENT
(LIFE CYCLE)
MARKET CALLING
AND INSTITUTIONAL
ACCEPTANCE
TSUPOLE
ARCHITECTURE
CALL TENDER
QUALITY
(ERRORS TRACKING
ENGINEERING
(DESIGNING)
Quality errorsTracking,
hammock activity
TO SUB SUBSYSTEM C

BREAKDOWN SUBSYSTEM C
DIR PRODUCTION
(PROTOTYPING)
RECRUITING CASUALS
SHOE
(SAND TREATMENT)
POLE PARTS
MANUFACTURING
TSUPOLE
ARCHITECTURE
MANUFACTURING
ORDER
TREATED
SAND
TSUPOLE
PARTS
PREPARED
HOLE
ASSEMBLING PARTS
(DELIVERY TO LOCATION)
SHOE MAKING
ACCEPTED
SHOE
CONFORMED
TSUPOLE
QUALITY ERROR
TRACKING
A COMPLETE
CASUAL TEAM
INTERMEDIATE STAGE
LABOURING

DETAILS AND TASK OF ONE OF
PROCESS STEP OF SUBSYSTEM C
SKETCH MAP OF SUBSIDIARY 1 AND TRAVEL ROUTES
B1
B2
B3
B4
Standby
location system
Focus on location system B1
A
B
C
Operational
Location
systems
Manufacturing parts
Assemblying
parts
Recruiting casuals
Chemicals
Road 1
Road 2
Road 3
Sand
deposit
SUBSIDIARY
To country office
N
Road Traffic
Key

BREAKDOWN SUBSYSTEM B
CONFORMED
TSUPOLE
TSUNAMI COUNCIL
EXAMINING
(Environmental testing)
END-USERS
ENJOYING
PERFORMANCE
STATUS
TECHNICAL
ADVISORING
(IMPLEMENTING)
TSUPOLE
ENVIRONMENTAL
ACCEPTANCE
ADMINISTRATIVE
APPROVAL
INSTALLED
TSUPOLE
QUALITY ERROR
TRACKING
LAST STAGE

PERMIT
UTILITY
ACCEPTANCE
CALL TENDER
MARKET ACTING
TSUPOLE
ARCHI-
TECTURE
SVP FINANCINGDESIGNING
ERROR
TRACKING
PROTO
TYPING
ORDER
DIR
PRODUCTION
END-USERS
ENJOYING
INSTALLED
TSUPOLE
ENVIRON
MENTAL
FRIENDLY
ADMINIS
TRATIVE
LICENCE
ADVISORING
TEST
STATUS
TSUNAMI
COUNCIL
EXAM
ASSEMBLYING
PARTS
CONFORMED
TSUPOLE
TSUPOLE
PARTS
LABOURING
SHOE
ACCEPTED
TREATED
SAND
COMPLETE
CASUAL
TEAM
PREPARED
HOLE
PROJECT
MANAGEMENT
CYCLE
MARKETING
(MANAGING
PROJECT)
GS RADJOU@CNAM MBA9
FLOWCHART
OF TSUPOLE
PROJECT
HAMMOCK
ACTIVITY

RESOURCE ASSIGNMENT
MATRIX (RAM)

RESOURCE ASSIGNMENT MATRIX ( RAM)
PEOPLE
FUNCTION
Man
ager
D
Tech
.
Advi
sor
Tsunami
council
D
Marketin
g
D
producti
on
D
Finan
ce
D
Engi
neeri
ng
Coor
dinat
or
Super
visor
Forema
n workers Casual
RESPONSABILITY
Marketing the project x
Project management
cycle x
Call tendering x x
SVP financing x
Designing x
Manufacturing x
Sand treatment x
A CONTINUATION ON NEXT SLIDE
Driver activity Code
Scheduling
A
B
C
D
E
F
G
R0
R1
R2
R2
R1
R3
R1
R0 Marketing R1 Engineering R2 Finance R3 Production R4 Supervisor R5 Worker, Foreman R6 Driver R7 Tsunami council
R8 Administration R9 Sponsor

Casual recruitement x x
Labour/Hole making
x
x x x
Shoe making x x x x
Tsupole manufacturing x
Delivering parts to
location x x x x
Environmental Exam. x
Performance status
test
x
Technical Advisoring x
End-user enjoying
Quality/ HAMM
Managing Director Responsibility End-user: sponsors and others Hammock activity Liaising activities and reproting
x
H
I
J
K
L
M
N
O
P
R4
R5
R5
R3
R6
R7
R1
R8
R9

DICTIONARY FOR NETWORK DIAGRAMME
Activity Code Load % Date Day Deliverable Activity stages
O Permit Utility Permit Utility
Project start Office work studies :Project R&D
A 21/06/2006 wen
B 21/06/2006 wen Marketing project, feasabilities,
C 22/06/2006 thu financing and development,
D 23/06/2006 fri plan, cost, time management
E 23/06/2006 fri control and green light
w.e OFF sat
RESOURCE PLANNING FOR RESOURCES WEEK ONE
(DICTIONARY)

w.e OFF sun
F 26/06/2006 mon Manufacturing and implementing
G 27/06/2006 tue Work activities to produce
H 27/06/2006 tue the tsupole: manufacturing the
I 28/06/2006 wen parts and also preparing
J 28/06/2006 wen the chemicals for sand
K 27/06/2006 tue treatment and assembling
L 28/06/2006 wen the tsupole parts and col
M 29-juin thu lecting all parts from the
N 30/06/2006 fri trading factory to the syst.
O 30/06/2006 fri location to be implemented
P 03/07/2006 mon Tsupole installed+festivital
PROJECT PLANNING FOR RESOURCES ( LOAD) WEEK 2 : PEOPLE ACTIVITY
GS RADJOU @ CNAM MBA 9 project end

NETWORK DIAGRAMME
PROJECT
• 9 STEPS
A D G J
C F
H
I
M
N
B E
K
L O
P
GS RADJOU @CNAM MBA 9

SCHEDULING SEQUENCE
• ACTIVITY ARE OF 8 KINDS (EXCLUDING COORDINATION BUDGETED AT COUNTRY
OFFICE LEVEL)
• MARKETING
• ENGINEERING
• FINANCING
• MANUFACTURING
• SUPERVISION
• LABOURING
• TRAVELLING
• REGULATING
SEQUENCE OF ACTIVITES CAN BE CLASSIFIED IN 8 GENERIC ACTIVITIES OR WORKPACKAGE
GS RADJOU @ MBAç CNAM

MARKETING 1
ENGINEERING 3
FINANCING 2
PRODUCTION 2
SUPERVISION 1
LABOURING 2
TRAVELLING 1
REGULATING 4
GENERIC ACTIVITIES AND THEIR BREAKDOWN (RESOURCE
BREAKDOWN STRUCTURE)
Gs radjou mba9 cnam

Activity Start End Duration Resources delivrable effort
Prep activity Man Dir Permit Utility
A:Marketing D03 D03 1 day R0:Dir marketingAcceptance 1 p.d
B:PMCycle D03 D03 1 day R1:Dir engineeringAcceptance 1 p.d
C:Market actingD04 D04 1 day R2:Dir financeCall tender 1 p.d
D:SPV FinancingD05 D05 1 day R2(DF)+R10(C)Tsu. Architecture 1 p.d
E: Designing D05 D05 1day R1:Dir engineeringTsu. Architecture 1 p.d
F: Tsu Manuf D08 D08 1 day R3:Dir ProductionProduction order 1 p.d
G:Sand treatmentDO9 D09 1 day R1:Dir engineeringTreated sand 1 p.d
H:Casual RecuitingD09 D09 1 day R4:Superviso Entire casual team 1 p.d
I:Labouring D10 D10 1 day R5:Workers Prepared location 1 p.d
J:Shoe MakingD10 D10 1 day R5:Workers Shoe accepted 1 p.d
K:Parts manu. D09 D09 1 day R3:Dir ProductionTsupole parts 1 p.d
L:Ass. parts D10 D10 1 day R6:Travels Conformed tsupole 1 p.d
M:Green TestD11 D11 1 day R7:Tsu CouncilEnviron. friendly 1 p.d
N:Physic TestD12 D12 1 day R1:Dir engineeringAdmin. Licence 1 p.d
O:Advisoring D12 D12 1 day R8:AdministrationAdmin. Licence 1 p.d
P:Regulating D15 D15 1 day R9:End-UsersInstalled tsupole 1 p.d
PROPOSAL FOR NEW SCHEDULE

MY MODEL OF
DICTIONARYPeople Managers A
Staff B
Tsupole
sytem
Tsupole C
Buoys D
Boats E
Cables F
Raw
material
Sand G
Small
stones
H
Water I
Equipent Van J
Tools K
Oil L
POST BL BLR VAR.RES. CODE
OUTPUT
FORECAST
12 TSUPOLES EVERY 2 WEEKS
TIME
NUMBER OF
PROJECT
OPERATIONS
FOR THE
ANTITSUNAMI
CAMPAIGN
3000
TSUPOLES/12
= 250 x 2 WEEKS
= 500 WEEKS
TOTAL
WORKING WEEKS
TO INSTALL 3000
TSUPOLES: 500
WEEKS
MAINTENANCE
PROGRAMME
250/26
= 9.06 years
OUR
MAINTENANCE
POLICY IS TO
THROUGHLY
CHECK TUSPOLES
EVERY 10 YEARS
MANAGERS
6/ WEEK
SUBIDIARY 1
4 TSUPOLES/
10 STAFF/ WEEK
SUBSIDIARY 2
4 TSUPOLES/
10 STAFF/WEEK
SUBSIDIARY 3
4 TSUPOLES/
10 STAFF/WEEK
PROJECT DURATION: 2 WEEKS

BUDGETING FOR RESOURCES
BASELINE BUDGET REVIEW (FROM TSUPOLE)
IMPACT OF CURRENCY RATE (TO PORTOFOLIO)

RESOURCE AT SUBSIDIARY
LEVEL
• EAST
10
WORKERS
10
WORKERS
SUBSIDIARY S1
10 WORKERS PRODUCING
4 TSUPOLE EVERY 2 WEEK
TIME (LENGTH OF PROJECT
DURATION : 14 DAYS)
30
2
2
2
1
F+S
F:Foreman
S:Supervisor
F/S
F/S :Both foreman and supervisor
8
10
S1
S2
S3
TSUPOLE A
TSUPOLE B
TSUPOLE C
TSUPOLE E
KEY
4 TSUPOLES/SUBSIDIARY
10 WORKERS/SUBSIDIARY
COORDINATION IS AT
SUBSIDIARY
LEVEL
MANAGERS WORKING AT
OFFICE LEVEL
COORDINATOR LIAISING
WITH SUBSIDIARIES
GS RADJOU MBA9 CNAM

TSUPOLE DICTIONARY
TSUPOLE DICTIONARY
UTILITY NAMES CODE N° CHANGE NAMES LEDGER USD
PERSONAL 0
WORKER 1 0.1 1 MAN.WEEK 1000
WORKER 2 0.2 1 MAN.WEEK 1000
WORKER 0.3 1 MAN.WEEK 1000
FOREMAN 0.4 1 MAN.WEEK 1500
SUPERVISOR 0.5 1 MAN.WEEK 2500

RAW MATERIALS 1
STONES 1.1
0.5
MAN.WEE
K IN KIND
SAND 1.2
0.5
MAN.
WEE
K IN KIND
CEMENT 1.3
0.5
MAN.
WEE
K IN KIND
CHEMICAL 1.4
0.5
MAN.
WEE
K IN KIND
EQUIPMENTS 2
MULTIVAN TOOLS 2.1
0.25
MAN.
WEE
K IN KIND
LORRY 2.2
0.25
MAN.
WEE
K IN KIND
TOOLS 2.3
0.25
MAN.
WEEK IN KIND
SCAFFOLDER 2.4
0.25
MAN.
WEEK IN KIND
TROLLEY 2.5 IN KIND

FINISHED PRODUCTS 3
TSUPOLE 3.1 1 MAN.WEEK 1000
SHOE 3.2 1 MAN.WEEK 1000
CABLE 3.3 0.5 MAN.WEEK IN KIND
COMMODITIES 4
BUOYS 4.1 0.5 MAN WEEK 500
BOAT 4.2 1.5 M1N WEEK 1500

BASELINE BUDGET FOR
TSUPOLE PROJECT
TECHNOLOGY
HIGH POLE
(TSUPOLE)
SHOE
3M
POLE
3M
CABLE
(IN KIND)
BUOYS
1.5M
ASIAN SECTION
TOTAL COST : $7.5MGS RADJOU GEORGES MBA9 CNAM

BASELINE BUDGET FOR TSUPOLE PORTOFOLIO
PROJECT MANAGEMENT
TECHNOLOGY
HIGH POLE
(TSUPOLE)
SHOE
$3M
POLE
$3M
CABLE
(IN KIND)
BUOYS
$1.5M
THE SHORT
DISTANCE
MEGA WAVES
DETECTOR
$5M
ASIAN SECTION
$6M
Total cost of portofolio :$18.5MGS RADJOU CNAM MBA9

BUDGETING FOR RESOURCES
• CURRENCY USD ($)
EXCHANGE
RATE: €0.5
EQUALS $1
MONEY
BORROWED:
€7.5M
TOTAL
ESTIMATE:
€7.5 x 3= $22.5M
TSUPOLE
PROJECT
(INITIAL PROJECT)
$7.5M GAIN FROM
EXCHANGE
RATE: $15M
PORTOFOLIO
PROJECT
(EXCHANGE RATE
BENEFIT)
$18.5M MANAGEMENT
RESERVE
$4M
THIS TABLE ANALYSES THE IMPACT OF THE EXCHANGE RATE ON THE
CURRENT PROJECT AND BASELINE PROJECT.
SPONSORS GUARENTED THE TSUPOSE ORGANISATION OF $7.5M. WHEN
BORROWING MONEY FROM EUROPEAN LENDERS
WE DISCOVERED THAT OUR PROJECT ALLOW US TO COMPLETE THE TSUPOLE
SYSTEM THAT WAS FUNCTIONAL; THERFORE
OUR PORTOFOLIO PROJECT WAS VIABLE. WE INVESTED IN IT AND PAY OUR
STAFF

REVIEWED PROJECT AGREEMENT
MANDATE
Items BASELINE
BUDGET
US$
REVIEWED
BUDGET
US$
TSUPOLES 6 millions 6 millions
BUOYS 1.5 millions 1.5 millions
BOATS 4.5 millions cancelled
RESERVE 0 300,000
TOTAL 12 millions 7.2 millions
TSUPOLE
IMPACT OF EXCHANGE RATE ON CURRENT PROJECT VIALABILTY
IMPACTS OF MANAGEMENT
RESERVE AND CANCALLATION
TSUPOLE = 3000 tsupoles
+ 3000 buoys
IMPACT OF EXCHANGE RATE AND LENDERS PAID
IN EUROS FOR A BASELINED PROJECT IN US$:
A FUNCTIOANAL TSUPOLE PORTOFOLIO SYSTEM
6M
€
NEW
BUDGET
VARIANCE
$
AFTER
EXCHANGE
RATE: $
18M +12M
1.5 M 4.5M +3M
3000
boats
MANAGER
RESERVE
$
(Cumulative)
+12M
+15M
6M - 6M +9M
WAVE
CAPTOR
5M -5M + 4M
TSU. PORTO
FOLIO COST
33.5M +4M +4M
EXCHANGE RATE EASE 1.19% BASELINE BUDGET

MANAGEMENT RESERVE USE SCENARIO
ALLOCATING RESOURCES TO STAFF
$4 MILLIONS

MANAGEMENT RESERVE USE SCENARIO
ALLOCATING RESOURCES TO PAY INTEREST
$4 MILLIONS

61 679,97 €
180
740 159,68 €Annual principal + intersts
Monthly repayement
Total months
7 500 000,00 €
5,60 %
15 ans
01/10/2006Starting date for the loan.
Amount of money borrowed
Annual interst rate (ex.: 5,60)
Number of years
7 500 000,00 €
3 602 395,19 €
11 102 395,19 €Total cost
Principal
Cost of money
SUBSIDIARIES GAINED FROM THE EUROPEAN UNION HELPED THE TRADING COMPANY
TO FINANCE THE TSUPOLE PORTOFOLIO MANAGEMENT PROJECT
$
$
$
$
$
$

INTEREST OF THE MONEY
MANAGEMENT RESERVE
• IT WILL HELP TO PAY THE INTEREST RATE
• SLIDE 91 SHOWS COST OF BORROWING MONEY IS:
• $3602,395.19
• This money will be put on an interest bank account. So the present value at the
borrowing date is not lost with the rate of inflation and inflation rate.
• THE MANAGEMENT RESERVE IS THE MONEY LEFT IN THE COMPANY
BANK ACCOUNT AFTER DEDUCTING THE INTEREST RATE.
• IT COVERS ALL TECHNICAL AND PRAGMATIC RISKS.
• ECONOMIC, POLITICAL AND FINANCIAL RISKS ARE COVERED BY
SPONSORS. IT IS WHY BY FUNDING OUR PROJECT, THE EUROPEAN
UNION ENDED TO HAVE A SHARE PART IN THE PROJECT.
GS RADJOU @MBA9 CNAM

NEW ESTIMATION FOR RESOURCES
• TAKING INTO ACCOUNT THE OVERALL STRUCTURE
O F T H E P R O J E C T .
• O B V I O U S L Y, B U D G E T F O R E C A S T I N G
• AND BASE LINE BUDGET IS OUT OF DATE AND IS
REVIEWED ACCORDINGLY NEW PROPOSALS
A C C O R D I N G LY TO N E W D ATA E N T R I E S .
• U P L O A D I N D T H E S E C H A N G E S I N TO TH E
DICTIONARY HELP TO FOLLOW AND TRACK THESE
C H A N G E S .
• IT IS GOOD FOR QUALITY IMPROVEMENT AND
ERROR CHECKS AND ALSO TO ASSESS THE
MONEY AMOUNT NEED FOR THE MANAGEMENT
RESERVE (SECURITIES FOR PROGRAMATIC AND
T E C H N I C A L R I S K S )
• NOTE: POLITICAL RISKS AND ECONOMICAL RISKS
SHOULD BE COVERED BY SPONSORS, NORMALLY.

0 RESOURCE DICTIONARY (East country office)
1 Chair Silicon Trust (Germany)
2 Jan
Porvoo group
(netherlands) (Netherlands)
3 Omid Smarticware (Sweden)
4 Michael IBM (Switzerland)
5 Ronny Microsoft (Belgium)
6 Svein Rikstrygdeverket (Norway)
7 Pierre Sagem Security (France)
8 Mark Hewlett Packard (Ireland)
9
Baudou
in E-forum (Europe)
10
Nichola
s Sagem (France)
11 Jim US Gov dept of commerce (USA)
12 Xavier Oberthur Technologies France
13 Lorenzo Tsupole register (France)
14 Kevin Global platform (USA)
15 Dirk Collis transport freight (Netherlands
16 Mehmet Tubitak (Turkey)
17 Charles Electronic Gov Consultant (UK)
18 Prof Nagaky Tokyo Institute of Technology (Japan)
19 Yu Ministry of Public S
Public Security
(C
urity
(China)
20 Shaun Sheffield City council (UK)
21 Jean-Pierre Eureka (Europe)
22 Max Expertise Group ( Netherlands)
23 Jiri Czech Republic Chair
24 Posh Australia Federal Government
Unavailable
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
1PD
Availability in Person Day PD
TOTAL
20 PD
GSR mba9 Cnam
6 Managers working at country level

RESOURCE INVENTORY
TSUPOLE
PROJECT
PEOPLE
MATERIALS
AND EQUIPMENT
MANAGEMENT
RESERVES

RESOURCES
• UNIT
• => The MKS system for length, weight and time
• => Men power per week (M.WK).
• These can be converted into real money, e.g. US$
• => For the project, the dollar is the currency unit used
during the entirely life time of the project.
• => Material expenses and Management Reserve are
express in american dollar US$.
• => The management reserve: these are lump sums that
are put aside by the manager on a reserve account. He
will use this money control the project, especially in the
request change process.
• This financial umbrella provide security for the project
during technical or programmatic risks

PERFORMING
ORGANISATION
WORKER 1, 2
CASUAL
MANAGING
DIRECTOR
DIR
PRODUCTION
TSUPOLE
PROJECT D
DIR
QUALITY
DIR
ENGINEERING
TEAM LEADER
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
WORKER 1, 2
CASUAL
TSUPOLE
PROJECT A
SUPERVISOR
TSUPOLE
PROJECT C
COORDINATOR
TSUPOLE
PROJECT B
ACCEPTANCE
TESTS TSUPOLE
IMPLEMENTATION
ENVIRONMENTAL
TEST
DESIGN
TECHNICAL
TEST
PERMIT UTILITY
PROJECT
MANAGEMENT
ACCEPTANCE
PERMIT UTILITY

PROPOSAL FOR A NEW PROJECT FLOWCHART
• SEE
• OPENWORK BENCH FOR THE OLD
PLANNING WITH THE TRADITIONAL
ORGANISATION DOING THE PROJECT IN
AROUND A MONTH
• ALSO MICROSOFT PROJECT GANTT CHART
FOR THE NEW VERSION OF THE PROJECT
WITH THE EMBEDDED ORGANISATION WITH
MADE THE TSUPOLE IN 14 DAYS.

OWB GANT CHART
• SEE ATTACHEMENT FILE

MICROSOFT GANTT CHART
• SEE ATTACHEMENT FILE MICROSOFT
PROJECT

BUDGETED BASELINE
• PROJECT MANDATE (EURO CURRENCY (€))
• TOTAL BUDGET: 12 MILLIONS
• To build a tsupole system. This system includes:
• => Tsupoles: 6 millions (3000 tsupoles)
• => Safety boats: 4.5 millions
• => Laser/ doppler wave detections: 1.5 millions
• => Human resources are paid by their original
organisations.
• => Local workers are paid by the local council.
• => Some resources could be paid in kind

THE TSUPOLE PROJECT
AGREEMENT
What is a Tsupole?

TECHNOLOGY POLE
DELIVERABLE AND SPECIFICATIONS
(Project Management)
STARTING DATE: 25/04/08
(Sustainable Development Group)
GS RADJOU, MBA9, CNAM
LECTURER: HEAD OF
PROJECT MANGEMENT
DR. GILLES VALLET

PROJECT AGREEMENT
• MAND
ATE
COMMENTS:
Sponsors are willing to budget
for such project at level of 7.5
millions for the entirely
projects. This means cutting
cost or using even more
environmental friendly raw
materials.
Baseline budget is very narrow
if we have to withdraw the
Management reserve. Let say
5% of total amount of review
budget. Cash disponible in the
bank for running the budget
and excluding the risk budget
is: US$ 300,000.
Items BASELINE
BUDGET
US$
REVIEWED
BUDGET
US$
TSUPOLES 6 millions 6 millions
BUOYS 1.5 millions 1.5 millions
BOATS 4.5 millions cancelled
RESERVE 0 300,000
TOTAL 12 millions 7.2 millions
TSUPOLE

HOW THE TSUPOLE INTEGRATE THE
ACTUAL WARNING SYSTEM FOR DISASTERS
AND MEET SUTAINABLE PRINCIPLE

SUSTAINABLE DEVELOPMENT PRINCIPLES
SOCIAL
ENVIRONMENTECONOMIC
SUSTAINABLE
VIABLE
GS Radjou, MBA9 CNAM
Sustainability principle
Are Important sides of
the project business as
defined by contributors
Fig. Sustainable diagram.

THE TSUPOLE
• HOW IT LOOK LIKE
5m
Metallic
Pole
Stone
shoe
Elastic cable
Copyright: GS Radjou, MBA 9, CNAM
5m
To boat

TSUPOLE AND SUSTAINABILITY
• THE PRODUCT PROJECT AND SUSTAINABILITY
• => THE TSUPOLE IS SUSTAINABLE FRIENDLY
• => THE TSUPOLE PRODUCT FULLFIL REQUIREMENT OF
KYOTO PROTOCOLE AND OTHER INTERNATIONAL
PRINCIPLES ON SUSTAINABILITY
• => THE PRODUCT IS INNOVATE AND CREATE MORE GOODS
THAN HARMS.

TSUPOLE INTEGRATION IN SUSTAINABLE DEVELOPMENT
TSUNAMI DETECTION AND PROTECTION SYSTEM
1- Sattelites
2- Mangroves
3- Tsupoles
Planning
Purchase and delivery
Sattelite
Mangrove
Tsupole
Tsunamy Warning
Manoeuvring
Steady states
Environmental Renewal
Reconstruction
Information/Operation Management
Destruction
Warning System
TSUPOLE
PRODUCT
DEVELOPMENT
SUSTAINABILITY
LIFE SAVING
MANAGEMENT
The new integration of the
Tsunamy Pacific Warning
System is sustainable
development orientate

TSUNAMI DETECTION
• TSUPOLE BASE SYSTEM
FLOATING BODIES
DOPPLER DETECTOR
TECHNOLOGY POLE
GS RADJOU MBA9 CNAM
To be perfect, Tsupoles
are correlated to a wave
doppler detection and
warning sytem. Floating
Bodies, i.e. boats, buoys.

THE WAVE DETECTOR
• TECHNOLOGY AND PRINCIPLE
1Km
G
Data base
wave
sattelite
speaker
engine helix
doppler
Laser
source
solar safety
buoy
solar panel
TG: tecnology gyrocopic
Key
radio transmettance
reception red
Emergency
lamp
:movements of buoy
reflector
Data
room

THE LASER BEAM
• BEAM CHARACTERISTICS
• UNIDIRECTIONAL
• PARRALELISM
• LOW DISPERSION
• HIGH ENERGY TRAVEL
GS RADJOU@CNAM MBA9

THE WAVE DETECTOR SYSTEM
• FEATURES
The most common items of the tsunami
protective system's designs are relatively
simple. A database is the main storage
repository for all data of the computer. These
data are managed by the business logic
layer of the application. This layer gives the
underlying raw data more structure and
meaning, preparing it for human escape

ELEVATION MEASURES
• ELEVATION H1 AND H2
(H)
10 Km
G
G
H
shoreline
H¹ (elevation) is transmitted to the computer room via the laser bean
(land)
10 km
o
O
Sea floorGS RADJOU@CNAM MBA9
G
H ²
Key
H¹: elevation by laser beam
H²: elevation by doppler
Equation
H= v x t
LaserareaDopplerarea
Coverage
Means:
Laser or
doppler
Sea level

THE SAFETY BOAT
• CHARACTERISTICS
• PLASTIC INSUBMERSIBLE. NORMALY IF A
BOAT IS WELL MAINTAINED IT CAN LAST
FORVER.
Boat
Bird view
Cable
SEA
90 metrers10 meters
Technology Pole
Key
GS RADJOU @ MBA 9 CNAM

PRODUCT MANAGEMENT:
IT IS TO ANSWER
A QUESTION
LIKE
“WHAT”

PROJECT
IDENTIFICATION
PROJECT DEFINITION
KEY STAKEHOLDERS
LAB3 DELIVERABLE
WORK BREAKDOWN STRUCTURE
 PRODUCT BREAK DOWN STRUCTURE

TSUPOLE PROJECT DEFINITION
• PROJECT DESCRIPTION
• + Project Name: Tsupole
• + Description : In accordance with the field activities defined by the Disaster
Team for year 2006, team members wish to provide an additional
safety measures to community members, which lives are
e n d a ng e re d b y n a t u r al di s as t e r s ( g e o - h az a rd s ) .
The Tsupole is a technology pole (similar to the old
highway poles however with different functions) .
Tsupoles will allow community members in disaster areas
t o p r o t e c t t h e i r l i v e s d u r i n g Ts u n a m i p r e d i c t e d
times.
This prototype project is innovative and to my knowledge
a unique safety device item. It should be additional to
t r a d i t i o n a l t o a t s u n a m i w a r n i n g s y t e m .
For this project an attempt has been developped within
the MBA9 with a list of activities; budget and time required.

WHAT IS A DELIVERABLE ?
START
END
DEFINED
WELL-KNOWN
MESASURABLE
STABLE
TSUPOLE DELIVERABLE
IF ONE
ITEM IS
MISSING
THIS IS
NOT A
PROJECT
REAL OR VIRTUAL

A QUALIFIED DELIVERABLE IS A
PROJECT….

LAB N°3 DELIVERABLE
TSUPOLE TECHNOLOGY
Deliverable Utility permit on South coastal Sri-Lanka right of way /Application to place, construct
and maintain along sea strand, beaches and habited coastal lines the highway safety poles
(Anti-Tsunamy Devices)- Urbanization possible in the Indian Ocean.
Product Highway Poles with Anti-Tsunamy Devices
Sponsor Stockholm International Water Institute (S.I.W.I.)
Product
Manager
United Nation Development Programmes (U.N.D.P.)
Product
Owner
Mr. Zoellick (Actual World Bank President)
Project
leader
Chef-Manager (Project and technic)
Users Sri-Lanka, Chef Village Community,
End-
Users
People of Southern Sri- Lanka and Visitors on vacation.
Creation Date: 25/04/ 2005 Project Name: Tsupole (Lab. 3) Version N° 1
Group: GS RADJOU, MBA 9, CNAM

WORK BREAK
DOWN
STRUCTURE
W.B.S.

ACTIVITIES
POLE
1 1 1 1
SHOE
1 1 1 1
CABLE
1 1 X X
5m
0.5
0.5
0.1
ACCEPTANCE
ASSEMBLY
MANUFACTURING
PROCUREMENT
CONTRACTING
PROCESS
Gs RADJOU MBA 9 CNAM

P.B.S.
PRODUCT BREAK DOWN STRUCTURE

THE CRITICAL DECISON
• PRODUCT BREAKDOWN STRUCTURE
• => SHOULD WE MANUFACTURE OR
BUY THE PRODUCT.
• => IF WE BUY THE PRODUCT WHAT
WOULD BE THE TYPE OF CONTRACT
FOR PARTS

PBS: PRODUCT
BREAKDOWN
STRUCTURE
GENERIC
ACTIVITIES MANUFACTURING CONTRACTING PROCUREMENT
TSUPOLE
CEMENT SHOE 1 1 X
STEEL POLE 1 1 X
STEEL CABLE X 1 0.25
BUOY X 1 0.25
PBS: PRODUCT BREAKDOWN STRUCTURE

PROJECT PORTOFOLIO
MANAGEMENT
TSUPOLE
FLOATING BODY
WAVE DETECTION

P.B.S. PORTOFOLIO MANAGEMENT
TECHNOLOGY
HIGH POLE
(TSUPOLE)
SHOE POLE CABLE FLOAT
THE SHORT
DISTANCE
MEGA WAVES
DETECTOR
PROJECT 1 PROJECT 2
PROJECT 3

PBS: PRODUCT BREAKDOWN
STRUCTURE
GENERIC ACTIVITIES MANUFACTURING CONTRACTING PROCUREMENT
TSUPOLE SYSTEM
CEMENT SHOE 1 1 X
STEEL POLE 1 1 X
STEEL CABLE 1 X
BUOY X 1 1
SAFETY BOAT X 1 1
WAVE DETECTOR 1 1 1
PRODUCT BREAKDOWN STRUCTURE

PROJECT SPECIFICATIONS
GLOBAL ARCHITECTURE
PERFORMANCES
INTERFACES

GLOBAL
ARCHITECTURE
(Description of targeted Product and Services)

THE DISASTER REGION
WHERE WE ARE
WORKING AT THE
MOMENT: LOCATION
FOR THE TSUPOLES.
Fig.2: Environment where the December 26th, 2004 Tsunami took place : Indian Ocean sketch map.
TSUNAMI ASIA MAP

Fig.3: Environment where the Tsunami December 26th, 2004 took place: Villupuram Coastal area – Geographical description
TSUPOLE EVERYWHERE
B1
B2
B3
B4
B1: Beach n°1
Staff:
Foreman 1
Worker1
Worker2
TSUNAMI REGIONAL MAP

TSUPOLE FOR RENOVATION AND CHANGE
5m
SKY
SEA
Installed
Tsupole
Copyright GS Radjou, MBA 9
SEA STRAND
BED ROCK
Floating body
THE ENVIRONNEMENT

PERFORMANCE
SUMMARY
• => Shoe: bloc of stone (treated cement):
• 75 m3 of treated cement
• => Pole: Highway technology Pole: height: 30 m.
• Diameter:Ø 30 cm (bottom), Ø 20 cm (middle), Ø 10 cm (top)
• => A mixte cable, of: Total length: 100 m.
• Elastic jumping cable: 25 m
• Steel cable:75 m
• Ø 3 cm (steel) , ø 6 cm (elastic)
=> A terminal part: shoe (including a cable roll)
GS RADJOU@CNAM MBA 9

INTERFACES
SUMMARY
=>Stupoles can be placed on all kinds of
supports:stone, soil, tarmac and
underground;
When placed, it should be efficient and
device safe;
Stupoles should be made with long lasting
materials;
The pole is fixed to a shoe (stone) that is
treated against sea corrosion;
The pole parts are long lasting material;

The cable is mainly made of steel and is inalterable;
The cable end in connection with the floating body is
made of elastic,i.e. jumping cable that could add flexibility
to the cable.
 During tsunami periods the cable is pull out of the poles
by the drive of the boat floating at sea-surface.
Note: a solar light can be set on the top (city
configuration) or attached palm leaves (countryside
environmental friendly design). Also, a nest to capture bird
attention as a mean to use the wildlife as pre-warning
system to detect tsunamis
INTERFACES

OPERATIONAL CONFIGURATION PLAN
=>PRODUCT CONFIGURATION
=>OPERATIONAL CONFIGURATIONS

PRODUCT CONFIGURATIONS
• VARIOUS CONFIGURATIONS
A
B1
C
Change request N°3
Tsupole Configuration
B was modify for cheaper version
Date N°3 (B0 to B1)
B0

PRODUCT CONFIGURATIONS
• TOWNS AND FIELDS Solar
Light
False
Coconut
tree
Cables
Coconut Tsupole Highway Tsupole
To float
30 meters
D E
Stands
Poles

LARGE SCALE TSUNAMI OPERATION CONFIGURATION
Configuration
items
Configuration A Configuration B
(New
configuration
B1)
Configuration C Configuration D Configuration E
Pole 1 1
(Formerly 2)
1 1 1
Shoe x 2
(Formerly 1)
1 x x
Cable 1 1 1 1 1
Stand x x x 1 1
Others Leaves Light

Identification of operational configurations
Operation Configuration Plan

• OPERATION CONFIGURATION PLAN
Large scale
Tsunami
Medium scale
Tsunami
Small Tsunami
TSUPOLE
(High)
Tsupole
(Low)
B
E
D
A
C
Tsupole characterisations &
configurations play a major
role to protect people
according to threats of wave
Characteristics of Tsunamis
Small
pole
GS Radjou, from lecture (Product scope management, Dr Gilles Vallet)
Configurations
Wave characteristics Tsupole characteristics

CHANGE PROCESS
Change
Request
Analysis
Change
Decision
Impacts (motivations)
+ People casualty reductions:
Injuries
Loss of properties
Deaths
Stress for the future
Stress on future generations
Economical dependancy
Environmental destruction
Costs of reconstruction
Costs of rehabilitation
Tourism industry
 Development standby
+ Reduction of risks:
=>Political
=>Interference
=>Governance
+ Community Increases
satisfaction in:
=>Sustainability
=>Self-suficiency
=>Reliance
=>Independance
Change order
A N A L Y S E
“ T h e I n d i a n
Ocean tsunami
generated by
t h e m o s t
p o w e r f u l
earthquake in
d e c a d e s o n
December 26,
2 0 0 4 . I t i s
b e l i e v e d t o
h a v e k i l l e d
m o r e t h a n
150,000 people
a n d m a d e
m i l l i o n s
h o m e l e s s ,
m a k i n g i t
p e r h a p s t h e
m o s t
d e s t r u c t i v e
t s u n a m i i n
h i s t o r y ”
T s u n a m i s :
F a c t s Ab o u t
Killer Waves”,
N a t i o n a l
g e o g r a p h i c
news, Updated
J a n u a r y 1 4 ,
2 0 0 5 .
From product scope management

SCOPE MANAGEMENT:
IT IS TO ANSWER
A QUESTION
LIKE
« HOW »

STUPOLE PROJECT
MANAGEMENT
REQUIREMENTS,
VERIFICATIONS AND
VERIFICATION CRITERION

RESILIENCE PERFORMANCE CRITERION
TSUPOLE
Sea water
P= 2 X 900 kg
V = 2X 20 mph
WAVE
Based on American association of state highway transportation
“Tsunamis can travel up to 600 mph (965 km per hour), 521 knots) at the deepest point of the water, but
slow as they near the shore, eventually hitting the shore at 30 to 40 mph (48 to 64 kph or 26 to 35 knots).
The energy of the wave's speed is transferred to height and sheer force as it nears shore.
.
To boat
GS RADJOU@ MBA9
CNAM
(WAVE MODELLING)
T(i)
W(i)
R (i)
W= ΣW(i) = sum of W on the pole where waves
impact (point i). This force is the pressure that is
proportional to. The peojected surface of the pole
where in contact with the pole. (Archimed theory)
T(i) = traction on the pole created by the boat. It
needs to have a cable elastic enough to absorb the
impact energy and boat quantity movement.
T(i)= k x(i)
R(i) = W(i) + T(i)
I(i)
X(i)

RESILIENCE PERFORMANCE CRITERION
• The speed of the boat is not to be reduced after
wave break away more than 15 feet per second,
and preferably not more than 10 feet per
second
Boat
Bird view
Cable
SEA
90 metrers10 meters
GS RADJOU@ CNAM MBA9
T= k α, α: elasticitty of cable

REQUIREMENT VERIFICATION AND
• REQUIREMENTS
• =>R1: to reduce these casualties (due to tsunami waves.
Stupole structures utilized on community funded Stupole
p r o j e c t s m u s t m e e t
• VR1: the resilience performance criteria when struck by
T s u n a m i w a v e s i n o r d e r t o
• =>R2: diminish as much as possible serious severe injury and
d e a t h
• VR2: HOW DO YOU MEASURE INJURY to boat occupants of
such ballooning system (like a floating cork on the sea surface)
resulting from pulling, dragging, lifting and striking from such
pole structures (jumping elastic, steel cable, resilient pole)
mobilized by the strength of the Tsunamy. Originally, the Pacific
Warning System failed to deliver and adequate response or no
r e s p o n s e a t a l l .

REQUIREMENT VERIFICATION AND
=>R3: The Tsupoles are in complementary of a
warning system that can dissuade when the
tsunami comes,
• VR3 HOW TO MEASURE EFFECTIVENESS (if
effective enough, however Tsupoles are
additional measures or principal (if warning
systems are absent). An Early warning systems
are dissuasive sytems and Stupoles are
protective ones. December 26th, 2004 Tsunami
was deadly. Huge tsunami like the Indian Ocean
is exceptional but

THE SETTING PROBLEM
Disaster zones: sea shores and cities
where tsunami can occurs and takes lives
from endangered local communities (and
t o u r i s t o n v a c a t i o n s , a l s o ) .
=> Tsupoles (with their attached safety
boats) are preventive means or a
precautionary measures (like life jackets
w a i t i n g t o b e d r o p p e d )

REQUIREMENTS AND
VERIFICATIONS
• REQUIREMENT
• (RED COLOUR)
• => R1: to reduce these casualties (due to tsunami waves) Tsupole must meet
• => VR1 the resilience performance criteria (when struck by Tsunami waves in order
to
• => R2: diminish as much as possible serious severe injury and death
• => VR2: HOW DO YOU MEASURE INJURY?
• (Originally, the Pacific Warning System failed to deliver and adequate response or no
response at all). Why?
• => R3: TO PROTECT LOCAL NATIVE AND TOURISTS (during Tsunamy predicted
times) The Tsupoles are in complementary of a warning system that can dissuade
when the tsunami comes,
• VR3 HOW TO MEASURE EFFECTIVENESS (if effective enough, however Tsupoles
are additional measures or principal (if warning systems are absent). An Early
warning systems are dissuasive sytems and Stupoles are protective ones. December
26th, 2004 Tsunami was deadly. Huge tsunami like the Indian Ocean is exceptional
but

THE SOLVING PROBLEM
• (During Tsunamy predicted times) Tsupoles are
in complementary of a warning system that can
dissuade when the tsunami comes, (if effective
enough), however Tsupoles are additional
measures or principal (if warning systems are
a b s e n t ) .
• An Early warning systems are dissuasive sytems
and Stupoles are protective ones. December
26th, 2004 Tsunami was deadly. Huge tsunami
like the Indian Ocean is exceptional but the
M e g a w a v e s a r e k i l l e r w a v e s

• BASED VERIFICATION CRITERION
• How it impact
• = On people:
• = theirs needs
• = effectiveness

• CRITERION
• => C1:the resilience performance criteria (when struck
by Tsunami waves in order to reduce number …)
• => C2: Number or casualties
• +150 000 killed people
• + 1000 000 homeless
• (An Early warning systems are dissuasive sytems and
Stupoles are protective ones. December 26th, 2004
Tsunami was deadly. Huge tsunami like the Indian
Ocean is exceptional but …)
• => C3 Warning system dissuasion: reliability criterion:
MTBF
• (during Tsunamy predicted times) The Tsupoles are in
complementary of a warning system that can dissuade
when the tsunami comes)

VERIFICATION CRITERION (MODEL)
• DETAILS
• C1:Resilience Performance of stupoles
• C2: Number of casualties + lost of property
• => weighted probability diagramme x value of lost
(each time you have a tsunami)
• C3: Reliability Criterion: MTBF
• MTBF= 2MTTF + MTTR

SOCIETAL BROADER
EXPECTATION….

CUC MATRIX
REQUIREMENTS ARE:
-CLEAR
-UNCLEAR
-CONTROVERSIAL

REQUIREMENT SET 1
FAILURE
REDUCTIONS OF
Clear Unclear Controversial
Comparative
method to sattelite
Detections
X
Mobile phone
Availability
(individual and
network)
X
TSUNAMI
WARNING
SYSTEM
IMPROVEMENT
Increase of
choices with an
additional
precautionary
X

REQUIREMENT SET 2
CASUALTY
REDUCTIONS
Injuries X
Loss of
properties
X
Deaths X
Psychology
stress
X
Stress on
future
generations
X

REQUIREMENT SET 3
CASUALTY
REDUCTIONS FROM
Economical
dependancy
X
Environmental
destruction
X
Costs of
reconstruction
X
Costs of
rehabilitation
X

REQUIREMENT SET 4
LIFE CONCERNS
RECONNECTION IN
Tourism industry
X
Development
and progress
X
Sustainability X
Self-sufficiency X
Reliance X
Political
Independance
X

DELPHIC ESTIMATE
PRIORITIZE REQUIREMENT IN ORDER TO MINIMIZE NUMBER OF REQUIREMENTS

DELPHIC ESTIMATE
Global estimate of duration, cost
or effort of a project
Portofolio management technic
Users: expert, facilator,
argument
1RST ROUND FREE ESTIMATE
2ND ROUND/ ARGUMENT
3RD ROUND: EVALUATION
Expert ExpertExpert Expert
Facilitator
Environment for the
Delphic Estimate Source: Dr. Gilles Vallet
INDIVIDUAL ESTIMATES
1 RST, 2ND, AND 3 RD MEANS
GS RADJOU @ MBA 9 CNAM
CONDITION IT IS WORKING: EXPERT TO BE NEUTRAL
ARGUMENT AT THE SECOND ROUND NEED TO BE EXPLICIT

Inf.
interval Sup. Interval Figure
110 124 4
124 138 1
138 152 2
152 166 1
166 180 5
180 194 7
194 208 1
208 222 2
222 236 1
236 250 3
FIGURE INTERVALS
FROM ANSWER SAMPLE
FROM EXPERTS
Real
figure
Roun
d
figure
Minimum value : 110 110
Valeur maxi : 249 250
STATISTIC PARAMETERS
Mode : 188,00
Médiane : 182,00
Mean : 179,52
Standard Deviation : 38,75
DELPHIC
RESULTS FROM
ROUND 3RD
1
2
3
4
5
6
7
8
9
10
DELPHIC RESULTS
GS RADJOU @ MBA9 CNAM

PRIORITIZE REQUIREMENTS
• DELPHIC ESTIMATE
1 2 3 4 5 6 7 8 9 10 110
1
2
3
4
5
6
7
8
0
FAILUREREDUCTION
CASUALTYREDUCTION
LIFECONCERNS

GROUPING CHANGE ORDERS
• ADDITIONAL TO BASELINE PROJECT
• TSUNAMI WAVE DETECTOR FOR ASIA
• TOTAL PRICE: 5 MILLIONS
• CONFIGURATION : B0 FOR B1

DICTIONARY
• REVIEW OF BASELINE BUDGET

PROJECT ECONOMIC
FOR TSUPOLE ONLY
NPV
IRR
NOTES: No economic model for floating boats
as sponsors are willing to pay only for tsupole
and buoys.

RETURN ON INVESTMENT
• ROI RULES
• => Return on investisment can be categorized
either as return on equities or return on assets.
• => In principle, these 2 returns are ratios:
• they can be defined as what is spent either on
the assets or the capital structure.
• => While raising funds internally is always better
(and if the trading company is willing to have
better earnings) than the so called external
funding (when the trading company rises money
from the outset on the stock markets).

RETURN ON INVESTMENT
• => Drawbacks of external funding is you can
loose control of your business by diluting the
share amount of your capital structure.
• => Advantage of the internal raising is that it
allows the business to have quick access to
money.
• => The return earnings are not distributed to
shareholders but managers can invest them in
new assets. In return, the shareholders certainly
will ask more on their returns. This means higher
dividend.

EXPECTED BENEFITS
• INVESTMENT DECISION
• (Assumption one)
• 50 people per pole
• Tsunami deaths: 150 000
• Number of poles: 3000
• Initial investment: US$ 7.5 millions. (US$ 6m + US $1.5m)
• Pole price per people: US$ 2000
• (excluding US$ 1.5m: for annex costs for Doppler detection)
• Initial investment yield return: US$ 3.5 millions
• Project period: 4 years
• Firm cost of capital: 10%
• NPV OF THE PROJECT
• NPV = - $ 7.5m + {$ 3.5m/ (1.10)¹+ $ 3.5m/ (1.10)² + $ 3.5m/ (1.10)³+
3.5/(1.10)4}
• NPV= US $ 4,386,000

EXPECTED BENEFITS
• IRR
• The cost of capital that forces the NPV to 0, equals:
• 0= - $7.5m + {$ 3.75m/(1+x) + $ 3.75m/ (1+x)² + $3.75m/(1+x)³ + $3.75m/(1+x)4}
• In the above equation the firm solves for x or IRR.
• TSUPOLE PROJECTS, NPV and IRRs
1
2
3
4
5
6
7
3
3
5
4
5
5
3
5
6.5
5.5
6
7.5
7
6.5
8.50%
8.75%
4.50%
9.75%
9.00%
8.75%
8.80%
PROJECT HORIZON (YEARS) NPV, $ millions IRR
EXPECTED BENEFITS

EXPECTED BENEFITS
• PROJECT IRR
• When it is greater than the cost of capital
the company archieves a higher return
than it is paying for its capital.
• It means that investment in the project is
sensible
• When IRR is less than the cost of capital
the company does not better use its
capital to invest in the project.

PROJECT ECONOMICS
• IRR, NPV AND DECISION RULES
INVESTMENT
NPV
NPV=0
IRR
Project Accepted
Project Rejected
Master curve NPVs and
acceptance, rejection decision

PROJECT ECONOMICS
• THE COMPLETE SYSTEM
• => ONE WAY TO DO IS TO CALCULATE THE
NPV FOR EACH SUB PROJECT OF THE
PORTOFOLIO AND IRR
• AND SEE FROM WHICH YEAR AND THE SUB
PROJECT ARE PROFITABLE AND WHICH
INTEREST RATE FORCE THE NPV TO BE
EQUAL TO THE IRR
• SO, 3 SUB PROJECTS IMPLIED 3 ECONOMIC
SETS (YEALD RETURN, PROJECT PERIOD,
COST OF CAPITAL, NPV, IRR,…)

CONTRIBUTION TO STRATEGY
SPONSOR STRATEGY
CONTRIBUTION TO STRATEGY
….VERSUS SPONSOR STRATEGY

SPONSORS STRATEGY
• STRATEGY EVALUATION FACTORS
• + Training and capacity building
• + Construction
• + Importance of Aprons
• + Good locations and design
• + Contribution to reclamation of lands
• + Material inalterability
• + Spectrography and scanning
• + Maintenance after sales
• + Use of poverty-reduction support policy
• + Allow greater autonomy over recruitment, material and non wages
• + Extension to transparency practice from allocation to execution
• + Monitor and provide feed-back on progress and poverty alleviation
• + Partnership principle and stakeholder consultation

SPONSOR’S STRATEGY
• REQUIREMENTS
• Better response to traditional means of detection
• Reduce number of castastrophic failure
• Add an additional choice in precautionary detection
• Reduction of light or severe injuries
• Reduction in loss of properties
• Decrease of death or lethal injuries
• Psychological stress reduction on present and future
generation
• Analysis of cost benefits on rehabilitation, reconstruction
and environnemental destruction and dependancy.
• Improve people life concerns reconnection.

Requirement Requirement A Requirement B Requirement C
Sponsor contribution Casualty reduction Failure reduction Concerns of life
Initial contribution D D D D factor defined
ENVIRONMENT with actors
Tsupole Construction 26 4 20 Difference between
Importance of Aprons 3 1 9 (Target - Initial)
Good location and design 20 5 5 contributions
Reclamation of lands 2 0 5
Weight (over 100) 51 10 39
mAINtenance
Material inalterabilities 45 15 5
Maintenance after sales 15 15 5
Weight (over 100) 60 30 10
Development
Poverty reduction 13 5 5
Partnership principle 13 20 5
Transparency practice 12 3 5
Monitoring and Feed-back 12 2 5
Weight (over 100) 50 30 20
technicity
Scanning technics 33 10 0
Training and Capacity building 33 35 10
Weight (over 100) 65 45 10
Total weight
Percent contribution 57 29 20

PROJECT DEVELOPMENT:
IT IS TO ANSWER
A QUESTION
LIKE
« WHY »

TECHNOLOGIES FOR PROJECT PLANNING
=> WORK BREAKDOWN STRUCTURE
WBS (Work breakdown structure) is a structured index of all work packages.
It is a tree-shaped: relation between related boxes mean « is part of »

FLOW CHART
• SUMMARY:
• TECHNOLOGY POLE AGAINST TSUNAMY
• FINISHING DELIVERABLE
• INSTALLED TSUPOLE ACCEPTED
• STARTING DELIVERABLE
• SIGNED APPLICATION FOR PERMIT UTILITY

BRAINSTORMING
WORK BREAKDOWN STRUCTURE

Brainstorming
• BRAINSTORMING FOR ACTIVITIES
• -Install……………………………… 4
• -Construct…………………
• -Maintain……………………
• -Finding the factory……… 1
• -Call for procurement…… 1.1
• -Securising the lenders….. 1.3
-Recruiting disaster people 1.2
• -Make a prototype project.. 2.3
• -Conceiving ……………….. 2.1
• -Design of product…………… 2.2
• -Testing sample……………
• -Payement;…………………..
• -Finding lenders……………
• -Trocking money for products
• -Build a prototype………….. 2.3
• -Checking Prototype…….. 5.1
• -Customisation……………
• -delivering poles………… 5
• -Carving the layout……… 2
• -Planning th layout 2.1
• -Shaping the environnement 2
• -Put the pole in the sea
• BRAINSTORMING FOR DELIVERABLES
• Tsupole
• Maintained Tsupole prototyp model
• Inspection and maintenance checks
• Procurement Call procedure
• Sponsor parameters
• Business plan
• A complete Disaster team
• Prototype
• Prototype drawing
• Designed model
• Experience at sea
• Receipt
• Sponsor contribution
• Contract exchange
• Prototype
• Money earns
• Visual inspection
• Deployement
Trucks coming on site
• Layout hole
• Layout gantt
• Environmental acceptance
• Pole in place
The list A: ativities to carry from the initial idea to
end product.

TSUPOLE PRODUCT PROJECT AND SERVICES
WBS
FINDING A FACTORY CALL FOR PROCUREMENTS
RECRUITING DISASTER TEAMS
SECURISING THE LENDERS
MAKING A PROJECT PROTOTYPE
SHAPING THE ENVIRONMENT
PLANNING
CARVING
CONCEPTUALIIZATION
DESIGNING
MANUFACTURING
INSTALLING
DELIVERING
SETTING
FIXING
PLACING
CONSTRUCTING
MAINTAINING
STUDYING DISASTER DATA COLLECTING CUSTOMIZATING
TRIGGERING PEOPLE GROUPS REGULATING
TSUNAMI COUNCIL CONSULTATION
ENGINEERING TEAM BUILDING
PEOPLE GROUPS EXECUTING
IMPLEMENTATIONS.
GS Radjou MBA9 CNAM (Work breakdown structure (WBS) resulting from the brainstorming activity)

(Brainstorming activity during
project planning)
• AON
Install
Maintain
Calling
for
Procu-
rement
Conceiving
Recruiting
Disaster
people
Finding
lenders
Selecting
a
factory
Cons-
truct
Make a
Proto-
type
project
Make a
business
plan
Designing
of model
Build
a
prototype
Prototype
inspection
Custo-
misation
Shaping
the
environ-
nement
Trocking
money
for products
delivering
the pole
Carving
the layout
•Plannin
• the layo
Sponsor
MediationBank
SPV
ALTERNATE CHART
Deliverable are skipped

PROTOTYPING PRODUCTION FLOW CHART
Procurement
Selected
Sponsor
Select a
contractor
Product
Delivered
Testing
Accep-
tance
Visual and
Mechanic
inspection
Tsupole
installed
Permit
Utility Select
A bank
Bank
selected
Payment
Tsupole
sample
Trading
company
Receipt
Custo
misation
Customi
Sation
order
transmet
A business
plan
Business
plan
Tsunamy
council
inspectionl

TSUPOLE ACTIVITY NETWORK
• PROJECT LIFE CYCLE
TSUPOLE
Permit
Utility
Call for
tenders
Contracting
Turnkey,
scheming
SPV
Concept
TSUPOLE
prototype
Functional
diagnostic
End-users
trigger
TSUPOLE
Implementation
Performance
Status
Environmental
diagnostic
Tsupole
transfer
Quality
improvement
TSUPOLE
Accepted
TSUPOLE
Parts
TSUPOLE
Design
Administration
appraisal
Technical
advisoring
MarketingFinancingEngineeringAssemblyQualityAdministration
KICK START PHASE OF TSUPOLE PRE-PROJECT P H A S E T O B E F A M I L I A R W I T H T S U P O L L E P R O O D U C T

GANTT CHART
PROJECT STARTS : 21/06/2006
ACTIVITY NAMES START N° DAY START DURATION
PERMIT UTILITY 21/06/2006 - 3
CALL FOR TENDERS 24/06/2006 3 6
DESIGNING TSUPOLE 24/06/2006 3 3
END-USER TRIGERRING 24/06/2006 3 2
SPV CONCEPT 27/06/2006 6 3
QUALITY IMPROVEMENT 21/06/2006 - 30
TSUPOLE PROTOTYPING 28/06/2006 7 7
ADMINISTRATIVE TEST 30/06/2006 9 3
TSUPOLE ASSEMBLY 06/07/2006 15 2
TRANFER 09/07/2006 18 1
ENIRONMENTAL TEST 10/07/2006 19 1
IMPLEMENTATION 10/07/2006 19 14
ADVISORING 25/07/2006 34 4
FUNCTIONAL TEST 25/07/2006 34 2
PERFORMANCE STATUS 28/07/2006 37 2
ACCEPTANCE 30/07/2006 39 1

- 5 10 15 20 25 30 35 40
PERMIT UTILITY
CALL FOR TENDERS
DESIGNING TSUPOLE
END-USER TRIGERRING
SPV CONCEPT
QUALTY IMPROVEMENT
TSUPOLE PROTOTYPING
ADMINISTRATIVE TEST
TSUPOLE ASSEMBLY
TRANFER
ENIRONMENTAL TEST
IMPLEMENTATION
ADVISORING
FUNCTIONAL TEST
PERFORMANCE STATUS
ACCEPTANCE
GANTT CHART
START END
EDC STARTS

COUNTRY DIRECTORS ACTIVITY
CALL TENDER AND PROCUREMENT
 SPV CONCEPT

COLLECTING LAG OF
ENTIRE PROJECT

THE PROJECT MANAGEMENT
PLAN IS PART OF THE CONTRACT

THE CRITICAL DECISION
• SUPPLIERS
• => WHO ARE THE SUPPLERS AND WHO CAN INTEGRATE
INTO THE TSUPOLE PROGRAM?
• => CERTAINLY THE JAPANESE GOUVERNEMENT AS JAPAN
HAS A LONG HISTORY OF EARTHQUAKES AND TSUNAMIS
AND ALSO US COMPANIES (THINK ABOUT THE PACIFIC
WARNING SYSTEM)
• => ALSO BOTH COUNTRIES HAVE A LOT OF CAPITALS AND
MARKET ORIENTATE.
•

ORGANIZATION IN EACH SECTORS
• PRIORITIES
Service Sector Example
Professional Services,
Education, Legal, Medical
Notre Dame University, San
Diego Zoo, Arnold Palmer
Hospital
Trade (retail, wholesale) Walgreen’s, Wal-Mart,
Nordstrom’s
Utilities,
Transportation
Pacific Gas & Electric,
American Airlines, Santa Fe
R.R., Roadway Express

CALL TENDER AND PROCUREMENT DESCRIPTION
• COLLECTING
• => Dir Marketing is in charge of the departement for the call tenders
and procurement.
• Its work starts with a deliverable and finishes with a deliverable.
• => Starting deliverable: Managing Director conveyed through
Phone call or face to face a Transmitted confirmation of signed
Permit Utility start calling for tenders in order to find a company to
produce the prototyping Tsupole.
• => The trading company is national from Sri-Lanka. It is
manufacturing steel and is in financial difficulty at the moment.
• => Contributors have an interest with the company because of the
steel that is produced « Sri-Lanka steel Co ». Interest resides also in
the fact that it is viewed as positively in signing the agreement by
willling to sustain a company that is struggling to survive.

• => Call tenders are made through a procurement advertised by the World
bank on the Website and officials. Note this is on going practice and in
principle we suppose that it is continious and the Dir Marketing is in charge
of it.
• => Assumption is that even if there are sevral serious companies, which are
suitable on the market, however for strategic reasons the choice is nearly
arrested on the unofficial market Sri-lanka Steel Co was already favoured
and was supported by Sri-Lanka Government.
• => Eding Deliverable:
• On receipt of an emailed (that will be confirmed later on) from the Sponsors
acknowledging that the factory is willing to produce the Tsupole, the Dir
Marketing will ends the call tender process.
• =>Duration Time
• 3 days (effective part of the agreement) call tender).
•

CALL TENDERS AND PROCUREMENT
Fig.
3 DAYS

SPV CONCEPT
• DESCRIPTION
• This process has been described by Rolland Barrois during his lecture in Project
Finance. This is the main protocole favoured by international institutions.
• It consists in organising the deal between the trading company that has been elected
• by the sonsor and the market call tender. This will help the trading company to a
direct link with lenders through the Worldbank in exchange of a business plan from
the trading company the sponsor could introduce and garantie the trading company.
The business plan is a sign of viability.
• Starting deliverable: The business plan for the Dir finance
• Final deliverable is a letter warranty of lenders that the money will be paid on the
trading company bank account in exchange of the product that will be delivered to the
sponsors and performing organisation. Sponsors and contributors have subsidiaries
in Sri-Lanka. These are the sections that have locations on the beaches.
• Worldbank and countries government and lenders are used to work together. This
stage of the financing transaction is a formalised one between actors (contractors
and buyers).
• Duration time
• 3 days specially if the project use telecommunication means to convey the message,
i.e Fax, email, phone calls.

THE SPV CONCEPT
TRANSACTION DESCRIPTION
Projet Finance management
SPV
Generation of cash flow
ONSHORE
CONTRACTOR
OFFSHORE
SPONSOR
LENDERS
LOCAL
SUBSIDIARY
OF SPONSOR
SPONSOR TRADING COMPANY
Product delivered by contractors
Equipments and sevice
provided by local subsidiary
of sponsor
Equipment and services provided directly by sponsors
GS Radjou, MBA 9, taken from Project Finance: Rolland Barrois
3 DAYS

OTHER TYPES OF CONTRACTS
• => Export: you do not want to spend to much on heavy investment abroad: tsupoles could be
made in one of the power countries: USA, etc. and then exported abroad. However this won’t
be favoured by the sponsors. (see startegy matrix). This solution will not supports local
labouring and the emerging trading company.
• => Counter trade: when a company helps another company to develop in another country;
• => Turnkey: projects are done in a long run. Also, it is used for greenfield companies.
• => Scheme: opposite to the turnkey contract: the buyer decides to acquire all resources itself.
Some emerging country would lack of skills and technologies.
• => Licensing: you just buy the brand. For example, case of coca-cola..This means the product
would be produced in a modern country, or abroad without having the know - h
• => Franchising: you have the business package. The franchisee will buy your trade licence,
thereafter you can do whatever you like. Especially, in emerging country there is a danger for
the tsupole to be copied. Th interesting point if the Franchisor (contractor has developped a first
class tsupole, because young people from emerging countries most of the time are malicious,
they could copy this new technology in order to exploit their own system. But, it would be risky,
to compromise with a new version or configuration that did not match the initial deliverable,
instead at detriment of users’ security, health and health safety.
• => Joint venture: this is an alliance between 2 companies that shares 50% + 50% of their
capital structure, however, employees are working respectively together in their initial
independent company. It is like a consortium i.e. case of Eurostar. There is potential future
interests in new designs if trading companies enjoy the tsupole technologye. There would be
economy of scale and comparative advantages by using common platform, trading companies
could lower cost in a prospective;
• => Foreign direct investment. Certainly, certainly the most expensive way to finance the
tsupole from the scratch (including the factory).
SOURCE: seminar of strategy, Dr. Dorel

AVAILABILITY FOR THE PROJECT
• STANDARDS FOR AVAILABILITY
• Our assumption is based on the fact that people are commited to
their work from the top of the organisation to the bottom line of staff .
• We have banned smoking on the workplace accordingly with internal
company work standards.
• A full working day paid is 8 hours. (we measure the work
effectivity of all our employees and a rate number is 78%).
• One hour is at least 45 minutes effective work.
• The working week is 5 days.
• The working day is 8 hours
• Break 2 hours: 1.30’ (lunch-time), 30’ (tea-break).
• Working hours: Morning: 8am-11.30am, Afternoon: 1pm-3.30pm
and
• 4pm-6pm
• We pay the overtime: +25% of the salary base.
• Company meetings are paid.

OUT OF WORK
• COMPANY POLICY
• Legal working year: 365 days (52 weeks)
• Week-end: 2 days
• Bank holidays Queens’ days: 4 days
• Summer holidays: 20 days
• Winter holidays: a week
• Sickness:
• Special events: 1-3 days.
• Family events: a week
104
365
4
20
7
7
TOTAL OF WORKING DAYS : + 220 -
3
=…….

Square surface
Length of a square side = 5,0000 m
Surface = 25,0000 m²

Cube volume
Length of the square side =
5,0000
m
Volume = 125,0000 m3

SUPPORT SERVICES
Normal periods
During predicted tsunami times

Status Behavior Familiarity with
procedures
Expectations
A - America, Japan
Tsupole
Not price sensitive High Individual attention &
service
B Pacific
dependancies
C Indian Ocean
Not price sensitive High Better service than
prefer self service
Prefer self-service
D Emerging countries
low profit margin
and high cots
pressure
Price sensitive, card
members
Medium UNDP help, card holders
E South america
America
Price sensitive,
accepting delays
Low Price
- Customer segmentation & Behavior - DISASTER AREAS
Fig: the customer knowledge

2 way entries with fees and membership card
V
A
L
I
D
A
T
I
O
N
P
R
O
C
E
S
S
MEMBERSHIP
CARD INVALID
MEMBERSHIP
CARD VALID
QUALIFYING
FOR HELP
QUALIFYING
FOR HELP
PAYING
A FEE
SUPPORT DESK
FRONT DESK CLEARANCE
HOTLINE
CALL CENTRE
HELPS ACCESS
TO THE
RESOURCES
SETTING
AND
SOLVING
PROBLEMS
CLAIM IS
CLOSED
Fig: Entry Process to the Tsupole Support Service
No membership card

FRONT OFFICE OPERATIONS
• => An example scenario is presented to demonstrate how a
common issue tracking system would work:
• => A customer service technician receives a telephone call, email, or
other communication from a customer about a problem after being
redirected. Some applications provide automatic error reporting from
exception handling blocks.
• => The technician verifies that the problem is real, and not just
perceived. The technician will also ensure that enough information
about the problem is obtained from the customer. This information
generally includes the environment of the customer, when and how
the issue occurs, and all other relevant circumstances.

THE SOLVING PROBLEM
• =>The technician creates the issue in the
system, entering all relevant data, as provided
by the customer.
•
• => As work is done on that issue, the system is
updated with new data by the technician. Any
attempt at fixing the problem should be noted in
the issue system.
• => After the issue has been fully addressed, it is
marked as resolved in the issue tracking system.

BACK END SUPPORT
• CHANGE REQUEST
• => The problem may not have been fully
corrected, yet it will still be marked as
resolved. The problem may be by-design,
a known issue, or have a suitable work-
around i.e. the change request.

Claim Process (without using Mobile Service) during predicted Tsunami time
Online Call time
Time : 24H/ 7
Days a week.
1H00 prior to a
Disaster
Location : any
web access
Receive the
membership
number&
qualification
of Tsupole
Location
check-in area
Membership
Card check
And loggin
Tsupole
Location :
security
check
Tsunami
Alert
Tsunami
Time : ~
60min. Prior
to Hazard
starts
Location :
Tsupole N°
Wait for
operator
answer
Time :After
tsunami arrival
alert
Location
Tsupole
Tsupole
location
report
lost & cannot
find
A boat
Receive buoys
& advices
15 minutes
Before
Tsunami
arrival
TSUNAMI
PPREDICTED
TIME
Issue a membership
card
Check Identity & and
Access to support
Web portal Loggin-in machine Boarding safety boats
Log location of Tsupole desk Lost & found desk
Online check-in
Fig.
Support
during
alert.
End-users only
Tsunami
Emergency
help addressed
Up to 15 minutes
Before beach
Evacuation
In boarding boats
Users
TSUNAMI!!!
(without using Mobile Service)
60 minutes before Tsunamy
Claim process 15’ before

SAFETY AT SEA
• STATISTICS FROM EXPERIENCE
• Statistics show that 8 people out of 10 survive if they
managed to catch a floating body, e.g. wood, etc.
• Never try to move away from it!
• Wait for rescue.

TSUPOL
E
IMPLEM
ENTATIO
N
TSUPOLE IMPLEMENTATION
WORK UNITS FOR LABOURING AT
SECTION LEVELS AT LOCATION SITES
THESE WORK UNITS ARE COMPOSED
OF GENERIC ACTIVITIES OR TASKS.

LANDSCAPE WHERE THE POLE IS TO BE INSTALLED
xx
SEA
SAND
Bridge
Rock
Plan location
For Tsupole
Mangrove
N
100m
BEACH 1

IMPLEMENTING A
TSUPOLE
EXECUTION PLAN

BREAKDOWN OF CARVING ACTIVITY INTO TASKS
• UNDERSTANDING PROTOTYPE CARVING TECHNICS
• This technic helps the team to be familiar with an underground
that is not of stone at subsurface level, i.e. the sea bed rock is
covered with soil like sand, mud or a mixture of both natures.
Ultimately this challenge will help in future performances on
o t h e r b u i l d i n g e n g i n e e r i n g s i t e l o c a t i o n s .
• The weight of the stone shoe is important enough to counter
balance the Mega waves. Also, Tsupole could be seated
c o nf o rt a bl y o n r o ll i ng st o ne s if i n e q ui li bri um .
• Work objective is to ensure that Tsupole is stable mechanically.
Its great weight(shoe) ensure 3 forces that keep it in place are:
F1: retention, F2: sustantation, and F3: stabilisation. Σ Force =0

TASK STEP 1
• FIRST WORKING DAY 1rst Friday:
8am-10am: Doppler field activity
s t u d y
Study the quality of the ground
and soil sample comments.
10 am-14 pm: Engineering works
on the sea floor:
- Quality check (doppler):
estimation of the ground to
be performed => doppler
mapping
- Boxing and clamping the
working site=> preventing
direct access to unexpected
materials and people access
- Removing sea water and soil
(sand, soil, or mud) => keeping
clean working area tidy.

TASK STEP 2
• RESSOURCES
DURATION: 2 days (2 x 8 hours)
Field study: 3 hours
Engineering work : 13 hours
COST: $200
RAW MATERIAL:
Supplied by the local council (or the performing company) :
1 cement (units for shoe)
1 sand
1 little stones
1 steel (for shoe structure)
1 water (for mixture
1 wood (for boxing)
SUPERVISING BINOME
1 Van driver (overall assistance). For instance in charge to remove the
seawater or prepare the working area
1 supervisor (in charge of the work site and work loads)

TASK STEP 3
• CARVING OPERATION
• Using equipment:
• => a multi-tool van:
– An excarveter digger: to remove soil
– A picker: to break the stone (alternative to dynamite)
– An water hoover: to suck the waterand dirts
– A rotative spinner: to finish the wall and floor of the hole
– A nivelling tool: ensure the holewalls are horizontal
– A measuring tool: ensure the deepness of the hole
– These tools also serve as control means during the digging
process

TASK STEP 4
• INSTALLING THE POLE
• This cannot be done by hands. The multitool van is very
helpful as it has a crane at the back of the pilot cabin.
• (In the contingency plan there is a version of Tsupole
that can be entirely built with cement and stone like a
house but it would be much more massive. However, the
sponsors will pay later for additional boats and
equipment. But initially they want to be sure that the
trading company of this emerging country is able to
deliver the tsupole at effective date of contract)

END RESULT OF TSUPOLE IMPLEMENTATION
• THE BEACH AFTER 2 WEEKS
Wharf
Raft
Tsupole
Marina
GS RADJOU MBA9 @ CNAM

AQUABOGGAN
• NEW ENVIRONMENTAL FRIENDLY
BOATS
MARINA
TSUPOLE GS RADJOU @ CNAM MBA 9

CHANGE PROCESS
 ANALYSIS
 IMPACTS

CHANGE REQUESTS
CHANGE REQUEST N1 REDUCED BUDGET
CHANGE REQUEST N2 EDC CHANGE
CHANGE REQUEST N3 CONFIGURATION
CHANGE REQUEST ENTERED IN THE DICTIONARY OF THE COMPANY
IN ORDER TO KEEP UPDATE PROJECT. ANY CHANGES AFFECT PROJECT
CYCLE LIFE AND DEPARTURE FROM BASE LINE PROJECT TIME AND MONEY
MONIES GO IN AND OUT MANAGER RESERVES

CHANGE REQUEST SHEET
• Date: N°1
• => Question of too many coordinator per section.
• => One coordinator is enough to coordinate the work of
4 locations
• => Especially when the supervisor is already having a
supervisory role.
• => Reduce the number of 4 coordinators
• by 4 to 1.
• => Instead, transfer money allocated for this job to
management reserve or eventually when appropriate to
pay wages of casual workers or any extra expenses.

CHANGE REQUEST N°2 DUE TOMILESTONE CONTRACT VERSUS
AGENDA CONTRACT
• EFFECTIVE DATE OF CONTRACT
Delivery OF Tsupole installedEDC
time
Responsability
L
Effective Date of Contract
Payement at EDC+2, +4, +6
40 days: paid at
EDC+2 DAYS
The good deal is to have a
m i l e s t o n e p a y e m e n t
(concept of the buyer)
d i f f e r s
Than seller that makes an
a g e n d a
c o n t r a c t
Early
Late
To which party does such a payement plan allocate
the risk of timely and correct performance of the work

PROBLEM TODAY
• Today: problem is a risk failure
Causes
Problem
effect

FAILURE ANALYSIS (WEEK ONE)
Field study
activity (Doppler)
Working on the
sea floor (day 1)
Starting to carve Repairing some
inexpected
Prepared
location
Bad doppler
pictures
The work is nasty:
smell and coral is
destroyed
Doppler reveals
soil is not sound
No iron cable
Bad doppler
pictures
One missed
worker to dry
No bridge to
acces
Supose to start at
8am but a crowd
on the beach
Tools are not
prepared.
Discovering the
shore is not in
good shape
The driyer is not in
use
Security people
absent
Council worker
absent
More stupole to
install
Acces to site with
equipment
Some workers
Turn up at 8am

FAILURE ANALYSIS
• WEEK 2
• Everything went well the second week and we
could install the tsupole.
• The weather was fine and no problem occured
during the first tsupole implementation.
• Still, the reserve was going down. However,
sponsors and contributors were willing to pay for
future development of the project
• A new source of funding could be from the
tourism industries and governement subsudies

MARKING WITH MITIGATION
• EMPTY FISH BONE
PeopleProcess
Equipment Supplies
Envirionnement Causes

RISK ASSESSMENT
• UNACCEPTABLE
•
• 1- Death of someone:
Death of someone:
• 1.1 Drowned
• 1.2 Killed
• 1.3 Natural death
• 2- People injured
• 2.1 Verbal aggression
• 2.2 Physical aggression
• 2.4 Burning
• 2.3 Mutilation
• 2.4 Sickness
• 2.4 Harrassement
• 3- Loss of properties
• 3.1 Equipment stolen
• 3.2 Personal properties
• 3- Breaking material
• 3.1Collapse of construction
• 4- Delay during work
•
• PRIORITIZATION
• 1. Drowned
• 2 Killed
• 3 Natural death
• 4 Collapse of construction
• 5 Breaking materiel
• 6- Delaying of work
• 7. Verbal aggression
• 8 Physical aggression
• 9 Burning
• 10 Mutilation
• 11 Sickness
• 12 Harrassement
• 13 Equipment stolen
• 14 Personal properties
GS RADJOU MBA CNAM

TSUPOLE PROJECT
WITH MITGATION

PRACTICAL ACTION
• IDLE MITIGATION
• Trialling and developing early warning systems which can be
managed by local communities and have long term sustainability as
a key consideration in their design and operation .
•
• Working with District Authorities and other stakeholders to promote
policy and practicewhich prioritises community approaches to
Disaster Risk Reduction and targets local level institutions in the
a l l o c a t i o n o f r e s o u r c e s .
•
• Operating and demonstrating community based approaches to
disaster mitigation which promote community managed and
constructed mitigation infrastructure, training to increase resilience
and understanding of risk, and more general awareness raising on
t h e i s s u e s o f n a t u r a l d i s a s t e r a n d r i s k .
GS RADJOU MBA 9 CNAM SOURCE ITDG

Quality control
Time and cost management
Project
Effective availability
Of resources
Project external interface
Source Dr. Gilles Vallet

QUALITATIVE RISKS MANAGEMENT
Risk acceptance: project baseline plan remains unchanged.
Risk avoidance: project baseline is changed.
IN CASE OF TECHNICAL AND PRAGMACTIC RISK MONIES
FLOW OUT THE RISK BUDGET TO THE MANAGEMENT RESERVE
SPONSORS CAN ASSURE THAT THEY WILL COVER ECONOMICAL
RISKS

PROJECT MANAGEMENT
ORGANISATION

CONTINGENCY PLAN
• SUMMARY TSUPOLE SYSTEMS
USE OF CEMENT
TECHNOLOGY POLE TSUPOLE
WOOD TSUPOLE
CEMENT TSUPOLE
USE OF WOOD
OR TREES
GS RADJOU CNAM MBA9
FORGED IRON TSUPOLE
USE OF FORGED
IRON

© 2006 Prentice Hall, Inc. 6 – 274
TQM
Encompasses entire organization,
from supplier to customer
Stresses a commitment by
management to have a continuing,
companywide drive toward
excellence in all aspects of products
and services that are important to the
customer
RESOURCE MANAGEMENT

Best Practices for Resolving
Customer Complaints
 Make it easy for clients to complain
 Respond quickly to complaints
 Resolve complaints on first contact
 Use computers to manage
complaints
 Recruit the best for customer
service jobs

Inspection
 Many problems
 Worker fatigue
 Measurement error
 Process variability
 Cannot inspect quality into a
product
 Robust design, empowered
employees, and sound processes
are better solutions

CONCLUSION
BUILDER PARRADOX
LARGER ORGANISATION ROLES

WHAT IS A SUCCESSFULL PROJECT
• BUILDER PARADOX
QUALITY
COST
SPEED
YOU CAN HAVE
ONLY 2 ANGLES
OF THE TRIANGLE
AT THE SAME TIME,
FOR INSTANCE A
PRODUCT THAT IS
GOOD AND QUICK
IS COSTLY, ETC.
G
GS RADJOU @ CNAM, MBA 9
WHAT IS A SUCCESFUL
PROJECT

In case of implementing a radar system on road. Radar
project is to inforce speed limitation. The question are end
u s e r s h a p p y ?
(They want express any satisfaction. Do they? This seems to
limit their freedom. However they will do it and comply with
t h e l a w o f s p e e d l i m i t .
In the support phase, we do not change the product. However
during the maintenance stage: we may take some steps to
c h a n g e i t .
In a project, we baseline (freeze) this concern, but in the
future. Each time we change, there is an upgrade.
Most important is to identify identify key roles.

HOW TO FIND IDEAS FOR CHALLENGING TIMES, FT WEDNESDAY JUNE 18, 2008
Luke Johnson: THE ENTREPRENEUR
• What tools does a fledgling business have to cope with challenging times?
• Well, one of the greatest merits of emerging companies is that they ae flexible and
willing to try new ways of doing things: new products , new services, new ways to cut
costs. That is were ideas come in : they are the raw materials of change – and the
only fuel needed to generate them is imagination.
• Most of us believe ideas are random, occuring only to a priviliged few. But a
wonderful little book called…The central premise is that new idea is in fact only a
fresh combination of old elements, plus the ability to see new relationships between
known facts…..
• New ideas offer hope and excitement, a hint of limitless possibilities, the promise of
something better….. Theoritical concepts are all very well, but what every successful
business needs is competent execution. Ultimately, you cannot patent an idea and
protect it from duplication by a rival. You have to implement the idea; then its
becomes an invention. For innovation to work, they must be carried out in a
determined manner. That is easier for an owner leader than for an organisation with
diffuse power. Large corporations are not well suited to creative breakthroughs in
spite of all their spending on research and development. Commitees tend to resist the
threats of status quo because the new often disrupts the old.
GS RADJOU @CNAM MBA9

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