Brief Case Study (brief + case_study)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

A Simulation Model for Life Cycle Project Management

COMPUTER-AIDED CIVIL AND INFRASTRUCTURE ENGINEERING, Issue 3 2002
Ali Jaafari
This paper puts forward a simulation model specifically designed for holistic evaluation of project functionality within a life cycle project management framework. The authors describe a methodology for development of the aforementioned tool, referred to as a dynamic simulation modeling system (DSMS). The DSMS is geared toward modeling of service and manufacturing processes with hierarchical and modular modeling methodology; however, the underlying philosophy can be adopted for modeling any generic system. The enhanced modeling features and logical division of large systems into small process components and their internal linkage are the key contributions of this work. The aim of this development is to apply the simulation technique in order to evaluate the overall project functionalities from the dynamic business perspective. A set of business objective functions (i.e., life cycle objective function [LCOF]) has been employed as a basis for decision making throughout the project's life. Object-oriented programming language with the object-oriented database technology facilitates the necessary model capability. A brief case study has been used to demonstrate and discuss the model capability. [source]

Show me the money: The use of ROI in performance improvement, part 1

PERFORMANCE IMPROVEMENT, Issue 9 2007
Jack J. Phillips
This first of a two-part series presents the evolution of value, moving from activity-focused value to the ultimate value, return on investment (ROI). This feature clearly shows that the ROI methodology is not only appropriate for the performance improvement field, but is designed with a variety of performance improvement solutions in mind. The next article in this series will describe issues and challenges that those using this methodology face, along with a brief case study. [source]

The Public Administration of Elections

PUBLIC ADMINISTRATION REVIEW, Issue 5 2008
Robert S. Montjoy
The performance of election systems in the United States depends heavily on complex networks of people, tasks, organizations, and relationships, as well as the voting technology that has received so much attention since the presidential election of 2000. Public administration has much to contribute to our understanding of these systems. This article provides an overview of the field, highlighting linkages to theoretical approaches in public administration and emphasizing the importance of management in a brief case study. [source]

Merit, Management, and Neutral Competence: Lessons from the U.S. Merit Systems Protection Board, FY 1988,FY 1997

PUBLIC ADMINISTRATION REVIEW, Issue 2 2000
William F. West
Despite the centrality of merit principles to governance in the United States over the past century, scant empirical research examines linkages between institutions, and outcomes in the implementation of merit system protections. We argue that the fate of merit principles depends, at a minimum, on two influences that may compete with neutral competence. The first is partisan responsiveness by counter bureaucracies charged with holding agencies accountable to merit principles. The second influence is the sacrifice of merit in the interest of managerial rerogatives at the agency level. This exploratory study assesses both of these influences within the federal government. Our data consist of personal interviews, analyses of U.S. Merit System Protection Board (MSPB) processes, case loads, and decisions between fiscal years 1988 and 1997, and a brief case study of the Justice Department. We find that the MSPB is largely the neutral and competent agency that Congress intended to create when it enacted the Civil Service Reform Act of 1978. Less positively, our analysis also reveals that federal agencies vary in how well their personnel actions fare with the MSPB. This finding is especially germane to reinventing-government reforms that decentralize personnel management to agencies or to line operators within agencies. [source]