DOCSLIB.ORG

224-S Fondements Et Impact Du Management Par Pro Jets

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
224-S Fondements Et Impact Du Management Par Pro Jets DES SCIENCES TECHNOLOGIES LILLE 224-S U.F.R. INSTITUT D'ADMINISTRATION DES ENTREPRISES FONDEMENTS ET IMPACT DU MANAGEMENT PAR PRO JETS THESE POUR L'OBTENTION DU DOCTORAT EN SCIENCES DE GESTION présentée et soutenue publiquement par Daniel LEROY JURY Directeur de recherche: M. Jean Pierre DEBOURSE Professeur - UniversitC de LILLE 1 Rapporteurs: M. Gérard KCENIG Professeur - Université de PARIS XII M. Christophe MIDLER Directeur de Recherche au C.R.G. de 1'Ecole Polytechnique 1 ' Autres Membres du Jury: M. H~MBOUQUIN Professeur - Université de PARIS - DAUPHINE M. Alain DESREUMAUX Professeur - Université de LILLE 1 M. Pierre LOUART Professeur - Université de LILLE 1 Lille Décembre 1994 Ô qui dira l'infinie richesse des projets.. FONDEMENTS ET IMPACT DU MANAGEMENT PAR PROJETS "L'Université n'entend assurer aucune approbation ni improbation aux opinions émises dans les thèses; ces opinions doivent être considérées comme propres à leurs auteurs." SOMMAIRE VOLUME 1 INTRODUCTION CHAPITRE 1 DE LA GESTION DE PROJET AU MANAGEMENT PAR PROJETS SECTION 1: ÉVOLUTION RÉCENTE DU MANAGEMENT DE PROJET A - RAPIDE PERSPECTIVE HISTORIQUE B - PRÉCISIONS TERMINOLOGIQUES 1) NOTION DE PROJET 2) NOTION DE MANAGEMENT DE PROJETS C - LE CONTENU DU MANAGEMENT DE PROJETS 1) LE POINT DE VUE DES «PROFESSIONNELS» 2) UNE TENTATIVE DE sYNTHÈsE a - les sources d'apports b - structuration du champ du management de projets 3) IDENTIFICATION DES FACTEURS &S DE SUCCÈS 4) VERS UN CHANGEMENT DE PARADIGME? SECTION 2: L'ÉMERGENCE DU MANAGEMENT PAR PROJETS A - LE CHAMP DU MANAGEMENT PAR PROJETS SELON LA LITTÉRATURE B - TABLEAUX DE SYNTHÈSE C - INVITATION À LA RECHERCHE SECTION 3: LE MANAGEMENT PAR PROJETS PERMET DE RENDRE OPÉRATOIRES NOMBRE DE PRESCRIPTIONS MANAGÉRIALES DU MOMENT A - UNE ÉVOLUTION DES PRATIQUES INDUITES PAR DES CONTRAINTES EXTERNES 1) UNE ÉVOLUTION DES FACTEURS CLÉS DE SUCCÈS DANS DE NOMBREUX Sm 2) UNE PLUS GRANDE FLEXIBILITÉ ET RÉACTMTÉ DEVIENNENT NÉCESSAIRES a - la notion de réactivité b - le concept de flexibilité B - OPÉRATIONALISATION DES NOUVELLES PRESCRIPTIONS MANAGÉRIALES DU MOMENT CHAPITRE II ÉVOLUTION DE LA GESTION STRATÉGIQUE: UNE GRILLE D'INTERPRÉTATION DU MANAGEMENT PAR PROJETS SECTION 1: LE CONCEPT DE MANAGEMENT STRATÉGIQUE ET LES PROJETS A - LES CONCEPTS DE BASE B - LE RGLE DE LA DIRECTION GÉNÉRALE C - LA MISE EN (EUVRE DES STRATÉGIES PAR LES PROJETS SECTION 2: ÉVOLUTIONS DE LA GESTION INTÉGRATIVE A - LA GÉNÉRALISATION DES STRUCTURES TEMPORAIRES ET L'ÉMERGENCE D'UNE ORGANISATION EN RÉSEAU B - LA DYNAMIQUE PROJET FACE AU MODÈLE HIÉRARCHICO-FONCTIONNEL viii C - TROIS PROBLÉMATIQUES MAJEURES 1) HOMMES MÉI'IERs/HoMMES PROJETS? 2) ORGANISATION DE L'APPRENTISSAGE GÉNÉRÉ PAR LES PROJETS 3) PROCESSUS DE MISE EN (EUVREDE L'INNOVATION ORGANISATIONNELLE CONCLUSION CHAPITRE III LES OPTIONS MÉTHODOLOGIQUES SECTION 1: GENÈSE DE NOTRE RECHERCHE A - LA QUESTION DU PARADIGME B - L'INTENTIONNALITÉ C - APPROCHE QUALITATIVE ET RECHERCHE- ACTION D - UNE TENTATIVE DE PRAXÉOLOGIE A - POURQUOI UNE ÉTUDE DE CAS? B - PROTOCOLE MÉTHODOLOGIQUE DE L'ÉTUDE DE CAS RÉALISÉE 1) LA PHASE D'INITIALISATION 2) LA sÉLECTION DES CAS 3) LA CONCEPTION DES INSTR-S ET DES PROTOCOLES 4) L'ENGAGEMENT DANS LE CHAMP 5) L'ANALYSE INTERNE DU CAS 6) FoRMULATION DES HYPOTHÈSES 7) L'ANALYSE DE LA LI~TÉRATURE CHAPITRE IV PRÉSENTATION DU CAS DE LA POSTE A - CARACTÉRISTIQUES GÉNÉRALES 1) QUELQUES POINTS DE REPERE 2) ÉLÉMENTS D'ÉCONOMIE POSTALE B - UN ENVIRONNEMENT DEVENU TURBULENT ET PLUS COMPLEXE 1) L'ÉVOLUTION RÉCENTE DES RAPPORTS AVEC L%TAT 2) LES AVATARS DE LA RÉFORME SOCIALE 3) DE NOUVELLES RÈGLEs DU JEU COMMUNAUTAIRE 4) ÉVOLUTION DE LA CONCURRENCE SECTION 2: LE CONTEXTE SPÉCIFIQUE DE L'INSERTION DU MANAGEMENT «DE» ET «PAR» PROJETS À LA POSTE A - LES PRINCIPES FONDATEURS ET LA CRÉATION DE LA D.A.P. 1) LE POINT DE VUE DE LA DIRECTION GÉNÉRALE 2) LA CRÉATION DE LA DÉLÉGATION AUX PROJETS ET PRINCIPES GÉNÉRAUXDE LA DÉMARCHE a - la création de la délégation aux projets b - les principes généraux B - LE PROJET INSERTION DU MANAGEMENT DE PROJET À LA POSTE 1) LA LETInE DE MISSION DU PROJET IMDP 2) L'ARBRE D'OBJECTIFS 3) ORGANIGRAMME TECHNIQUE DU PROJET IMDP 4) L'ETAPE D'EXPERIMENTATION c - ''LA VALISETTE" OU LE w~~~~~~~~ DE LA MÉTHODE" 1) LES DFR~ENTSACTEURS D'UN PROJET a - le décideur b - le promoteur c - le chef de projet d - l'équipe de projet e - les autres acteurs 2) LES ÉLÉMENTS DE STRUCIVRATION a - le comité de pilotage b - organisation matricielle 3) LA TRAJECTOIRE D'UN PROJET a - la phase de choix stratégique b - la phase de choix tactique c - la phase de lancement du projet d - la phase de réalisation 4) LA BO~EÀ OUTILS CHAPITRE V L'ÉMERGENCE DES AXES MAJEURS DE LA RECHERCHE SECTION 1: UN DIAGNOSTIC PARTIEL, IMPACT SUR LE CYCLE DE GESTION À LA POSTE A - LE CONTEXTE B - ÉLABORATION D'UNE VISION COMMUNE DU MANAGEMENT STRATÉGIQUE DES PROJETS 1) LE MANAGEMENT STRATÉGIQUE 2) LA GESTION ENTREPRENEURIAL,E 3) LA GESTION INTÉGRATNE 4) LA GESTION OPÉRATIONNELLE C - ÉNONCÉ DE QUELQUES PISTES DE RÉFLEXION D - ÉLABORATION DU DIAGNOSTIC 1) ÉTABLISSEMENTD'UNE GRILLE D'ANALYSE 2) DIAGNOSTIC SYNOPTIQUE 3) RÉDACTION DU DIAGNOSTIC DE S~EDU GROUPE DE TRAVAIL: LE NOUVEAU SYSTÈME DE GESTION, DIAGNOSTIC DE L'EXISTANT DANS QUATRE DÉLÉGATIONS a - rappel du nouveau cycle de gestion b - les actions engagées: analyse des points forts et des points faibles SECTION 2: UN DIAGNOSTIC GLOBAL: CARTOGRAPHIE DU MPP A - LE CONTEXTE B - PRINCIPES DE L'AN A LY S E c - ANALYSE DES DIFFÉRENTS CODES CRÉÉS 1) L'IIWLUENCE DE LA «CULTURE POSTALE» 2) LE MANAGEMENT DE PROJET 3) NAISSANCE DES PROJETS 4) PORTEFEUILLE DE PROJETS 5) DU MANAGEMENT DE PROJET AU MANAGEMENT PAR PROJETS a - principes généraux b - l'impact sur les structures c - les axes constitutifs et les problématiques 6) TRANSVERSALITÉ 7) STRUCTURES DE PROJET 8) CO& DE PILOTAGE ET PROMOTEUR 9) CHEF DE PROJET 10) LETïREi DE MISSION 11) GESTIONNAIRE DE PROJET ET ASSISTANCE TECHNIQUE 12) EXPERTS 13) SYSTÈME D'INFORMATION DE PROJET 14) BILAN ÉCONOMIQUE PRÉVISIONNEL 15) CAPITALISATION D'E~ÉRIENCES 16) FIN DES PROJETS 17) GESTION SOCIALE DU PROJET 18) COMMUNICATION D - SYNTHÈSE PAR LA MISE EN RELATION DES THÈMES RETENUS SECTION 3: CONCLUSION POUR L'ACTION A - LE CADRE DE L'ACTION B - LE CHOIX DES THÈMES DE PROJET: DES PRÉALABLES NÉCESSAIRES À L'INSTAURATION D'UN MANAGEMENT PAR PROJETS 1) L'ÉVALUATION DES PROJETS xii 2) FAVORISER LA CAPKALISATION D'EXPÉRIENCES ET L'APPRENTIS SAGE 3) DES OUTILS POUR APPRÉHENDER LA DYNAMIQUE ORGANISATIONNELLE INDUITE PAR LES PROJETS CHAPITRE VI UNE RECHERCHE-ACTION MENÉE SOUS FORME bbPROJETS9' SECTION 1: SPÉCIFICITÉS DU CADRE DE RECHERCHE A - RECHERCHE-ACTION ET EXÉCUTION DE PROJET B - LA SPÉCIFICITÉ DE LA DÉMARCHE PROJET AU DESS DE LILLE 1) LA MÉTHODE MAP management et analyse des projets a - Le MAP et la résolution des problèmes mal structurés b - Le MAP: langage de l'équipe travaillant sur un projet c - Le MAP: perception d'ensemble d'un projet d - Le MAP: pilotage du processus du management du projet e - le MAP: école pour l'introduction d'un management stratégique f - le MAP: carrefour des techniques quantitatives et des techniques psycho- sociologiques 2) L'UTILISATION DES SYSTÈMES HOMMES-MODÈLES xiii SECTION 2: PROJET "ÉVALUATION DES PROJETS À LA POSTE" A - PROTOCOLE DE RECHERCHE B - ANALYSE DES ENTRETIENS 1) PROCESSUS D'ÉVALUATION 2) LE PROBLÈMEDES DONNÉES 3) LES CRITÈRESD'ÉVALUATION 4) UTILISATION DES INFORMATIONS RÉSULTANT DU PROCESSUS D'ÉVALUATION c - CHARTE DES RESPONSABILITÉS DU PROCESSUS D'ÉVALUATION 1) LOGIQUE DE CONCEPTION 2) SOLUTION RETENUE a - les acteurs b - processus d'évaluation le long de la trajectoire du projet D - MODALITÉS D'ÉVALUATION EX ANTE DES PROJETS 1) DOSSIER D'ÉVALUATION D'IDÉE DE PROJET a - définition préalable de l'idée de projet b - analyse préliminaire des impacts du projet c - grille d'évaluation d'idée de projet d - cadrage global du projet e - impact du projet sur la structure f - déclinaison de l'arbre d'objectifs g - motivation de la décision h - mise en place de la structure projet 2) DOSSIER D'ÉVALUATIONDES SCÉNARII ALTERNATIFS a - descriptif synthétique des scénarii b - présentation détaillée du scénario c - analyse des risques d - bilan économique et financier e - analyse de sensibilité f - impacts quantitatifs et qualitatifs sur l'emploi g - appréciation synthétique du scénario h - grille d'évaluation globale du scénario i - synthèse générale des scénarios SECTION 3: PROJET "BASE DE CONNAISSANCES POSTE" A - PROTOCOLE DE RECHERCHE 1) MODALITÉS DES -s 2) OBJECTIFS DES ENTRETIENS B - ANALYSE DES ENTRETIENS 1) LES DIFFICULTÉS RENCONTRÉES LORS DE LA MISSION a - un manque d'information sur le projet lui- même b - un déficit de formation c - difficultés à fédérer l'équipe d - manque d'outils méthodologiques e - le manque de temps 2) LES INFORMATIONS NÉCESSAIRES À CHAQUE PHASE 3) LA RECHERCHE D'INFORMATION a - les sources d'information b - les canaux c - les prises de contact d - origine des demandes d'information e - contenu de la demande 4) L'INFORMATION SUR LES PROJETS DE LA POSTE 5) LA REMONTÉE D'INFORMATIONS SUR LE PROJET a - destinataires de la remontée d'information b - les objectifs de la remontée de l'information c - les supports de la remontée de l'information d - le contenu de l'information ascendante 6) LE CONTENU SOUHAITÉ DE LA BASE DE CONNAISSANCES 7) LE SUPPORT SOUHAITÉ DE LA BASE DE CONNAISSANCES 8) L'ALIMENTATION DE LA BASE DE CONNAISSANCES 9) CONCLUSION DE CES ENTREIlENS C - LES GRANDES LIGNES DE LA BASE DE CONNAISSANCES 1) MODE DE FONCTIONNEMENT DE LA BASE DE CONNAISSANCES 2) CONTENU
Load more

Recommended publications
  • EDUCATION in CHINA a Snapshot This Work Is Published Under the Responsibility of the Secretary-General of the OECD
    EDUCATION IN CHINA A Snapshot This work is published under the responsibility of the Secretary-General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of OECD member countries. This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. Photo credits: Cover: © EQRoy / Shutterstock.com; © iStock.com/iPandastudio; © astudio / Shutterstock.com Inside: © iStock.com/iPandastudio; © li jianbing / Shutterstock.com; © tangxn / Shutterstock.com; © chuyuss / Shutterstock.com; © astudio / Shutterstock.com; © Frame China / Shutterstock.com © OECD 2016 You can copy, download or print OECD content for your own use, and you can include excerpts from OECD publications, databases and multimedia products in your own documents, presentations, blogs, websites and teaching materials, provided that suitable acknowledgement of OECD as source and copyright owner is given. All requests for public or commercial use and translation rights should be submitted to [email protected]. Requests for permission to photocopy portions of this material for public or commercial use shall be addressed directly to the Copyright Clearance Center (CCC) at [email protected] or the Centre français d’exploitation du droit de copie (CFC) at [email protected]. Education in China A SNAPSHOT Foreword In 2015, three economies in China participated in the OECD Programme for International Student Assessment, or PISA, for the first time: Beijing, a municipality, Jiangsu, a province on the eastern coast of the country, and Guangdong, a southern coastal province.
    [Show full text]
  • Managing the Public Trust: How to Make Natural Resource Funds Work for Citizens
    VALE COLUMBIA CENTER ON SUSTAINABLE INTERNATIONAL INVESTMENT A JOINT CENTER OF COLUMBIA LAW SCHOOL AND THE EARTH INSTITUTE AT COLUMBIA UNIVERSITY NATURAL RESOURCE FUNDS Managing the public trust: How to make natural resource funds work for citizens Editor: Andrew Bauer The Revenue Watch Institute promotes the effective, transparent and accountable management of oil, gas and mineral resources for the public good. Through capacity building, technical assistance, research, funding and advocacy, we help countries to realize the development benefits of their natural resource wealth. The Vale Columbia Center on Sustainable International Investment develops and disseminates practical approaches and solutions to maximize the impact of international investment for sustainable development. The Center undertakes its mission through interdisci- plinary research, advisory projects, multi-stakeholder dialogue, educational programs, and the development of resources and tools. Revenue Watch Institute Vale Columbia Center NATURAL RESOURCE FUNDS Managing the public trust: How to make natural resource funds work for citizens Editor: Andrew Bauer 2014 TABLE OF CONTENTS Foreword 1 Natural Resource Fund Governance: The Essentials 3 Institutional Structure of Natural Resource Funds 35 Fiscal Rules for Natural Resource Funds: How to Develop and Operationalize an Appropriate Rule 47 Rules-based Investment for Natural Resource Funds 59 Natural Resource Fund Transparency 71 Independent Oversight of Natural Resource Funds 79 Natural resource fund profile samples Alberta 87 Chile 101 ACKNOWLEDGEMENTS ABOUT THE AUTHORS We would like to acknowledge Andrew Bauer He has also worked at Central Banking Publications the contributions of our primary Andrew Bauer is an Economic Analyst with the and the Official Monetary and Financial Institutions researchers Gubad Ibadoglu, Revenue Watch Institute-Natural Resource Charter Forum in London.
    [Show full text]
  • Integrative Ecosystem Management: Designing Cities and Co-Creating the Flourishing Ecosystem
    INTEGRATIVE ECOSYSTEM MANAGEMENT: DESIGNING CITIES AND CO-CREATING THE FLOURISHING ECOSYSTEM by LARRY CLAY, JR. Submitted in fulfillment of the requirements for the degree of Doctor of Philosophy Weatherhead School of Management Designing Sustainable Systems CASE WESTERN RESERVE UNIVERSITY August, 2021 CASE WESTERN RESERVE UNIVERSITY SCHOOL OF GRADUATE STUDIES We hereby approve the dissertation of Larry Clay, Jr. candidate for the degree of Doctor of Philosophy*. Committee Chair Chris Laszlo, Ph.D., Case Western Reserve University Committee Member Kalle Lyytinen, Ph.D., Case Western Reserve University Committee Member Jacqueline Stavros, D.M., Lawrence Technical University Committee Member Matthew Cole, Ph.D., Lawrence Technical University Date of Defense June 14, 2021 *We also certify that written approval has been obtained for any proprietary material contained therein. © Copyright by Larry Clay, Jr., 2021 All Rights Reserved. Table of Contents List of Tables .................................................................................................................... vii List of Figures .................................................................................................................. viii Abstract ............................................................................................................................... x CHAPTER 1: INTRODUCTION ....................................................................................... 1 CHAPTER 2: THEORETICAL FRAMING .....................................................................
    [Show full text]
  • Comparative Analysis of Micro - and Macromanagement Features of the Inclusive School
    “Ovidius” University Annals, Economic Sciences Series Volume XIX, Issue 1 /2019 Comparative Analysis of Micro - and Macromanagement Features of the Inclusive School Ionela Bucăloiu "Valahia" University of Targoviste [email protected] Abstract Making an effective school and classroom management in particular is indeed a challenge for both the director and the teachers. Because, it is necessary to consider the action of continuous regulation and efficiency of the communicative process, transformation of the institution into an inclusive organization in the sense of knowing, understanding the differences that arise from the multiple interactions between the people involved in the educational process, irrespective of the hierarchical line , but especially in order to exploit and maximize these differences in the direction of increasing the efficiency and productivity of work at both individual and collective level. Ke y words : inclusive school, micromanagement, macromanagement J.E.L. classification: C 92, D 81, D 83 1. Introduction Inclusive school is about education for all, regardless of the skills, skills, features and skills of adaptation or learning, but also the concern for each student to be supported and the teaching- learning-assessment act to be centered on his or her individual needs , the specific peculiarities of age, intellect, mental development of each person, so that both the manager and the teaching staff can capitalize on their experience, capacities, innate or acquired skills through practice for the benefit of all. It is necessary to correlate the management of the class with that of the school on the basis of common tools, techniques and methods, the need to develop the institution's institutional development project in accordance with the educational policies and the strategies elaborated at county or national level.
    [Show full text]
  • The Micromanagement Myth and Mission Command: Making the Case for Oversight of Military Operations by Christopher J
    STRATEGIC PERSPECTIVES 33 The Micromanagement Myth and Mission Command: Making the Case for Oversight of Military Operations by Christopher J. Lamb Center for Strategic Research Institute for National Strategic Studies National Defense University Institute for National Strategic Studies National Defense University The Institute for National Strategic Studies (INSS) is National Defense University’s (NDU’s) dedicated research arm. INSS includes the Center for Strategic Research, Center for the Study of Chinese Military Affairs, and Center for the Study of Weapons of Mass Destruction. The military and civilian analysts and staff who comprise INSS and its subcomponents execute their mission by conducting research and analysis, publishing, and participating in conferences, policy support, and outreach. The mission of INSS is to conduct strategic studies for the Secretary of Defense, Chairman of the Joint Chiefs of Staff, and the unified combatant commands in support of the academic programs at NDU and to perform outreach to other U.S. Government agencies and the broader national security community. Cover: General William Westmoreland luncheon meeting with President Lyndon B. Johnson, The White House, April 6, 1968 (Yoichi Okamoto/ Courtesy LBJ Presidential Library/C9391-17A) The Micromanagement Myth and Mission Command The Micromanagement Myth and Mission Command: Making the Case for Oversight of Military Operations By Christopher J. Lamb Institute for National Strategic Studies Strategic Perspectives, No. 33 Series Editor: Thomas F. Lynch III National Defense University Press Washington, D.C. August 2020 Opinions, conclusions, and recommendations expressed or implied within are solely those of the contributors and do not necessarily represent the views of the State Department, Defense Department, or any other agency of the Federal Government.
    [Show full text]
  • Integrated Report 2014（3.52MB）
    SATO’s Genbaryoku – Why Customers Keep Coming Back 2020 The SATO Group has always changed with the times. From the invention of the hand labeler in 1962 to the development of the world’s first barcode printer in 1981, SATO has continually met the needs of the market with revolutionary new products. In the 1990s SATO shifted the focus of its core business to providing total solutions. We began delivering solutions such as barcode Auto-ID technology to a variety of industries, to improve the accuracy and efficiency of labor processes, generating data on the movement of items and connecting it to IT infrastructures, linking the physical with the virtual. The 2014 onwards driving force for our past success has been SATO’s uncompromising passion for hands-on problem- solving. We personally visit our customers’ sites to better understand their operating environment. With Next-generation total solutions this approach we can fully grasp the core of the issues customers face, and truly begin advising them on Innovation through the combination of new technologies, changes and improvements. Our commitment to finding solutions to our customers’ problems is what 2000s processes and services utilizing our “+ONE” approach will give rise to next-generation AIDC solutions, evolving our core cultivated SATO’s Genbaryoku. Even if the focus of our business changes and evolves, the way in which business to create new customer values with our expertise we serve customers will remain the same as it provides the foundation for our continued growth. With the evolution of information technology, our lives have reached new Technologies levels of convenience, and in the future the need to connect the physical Shift to Auto-ID Solution business with the virtual will be even greater.
    [Show full text]
  • From Privilege to Competition: Unlocking Private-Led Growth in The
    MENA DEVELOPMENT REPORT From Privilege to Competition Unlocking Private-Led Growth in the Middle East and North Africa From Privilege to Competition MENA DEVELOPMENT REPORT From Privilege to Competition Unlocking Private-Led Growth in the Middle East and North Africa THE WORLD BANK Washington, D.C. © 2009 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org E-mail: [email protected] All rights reserved 123412111009 This volume is a product of the staff of the International Bank for Reconstruction and Development / The World Bank. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgement on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this publication is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The International Bank for Reconstruction and Development / The World Bank encourages dissemination of its work and will normally grant permission to reproduce portions of the work promptly. For permission to photocopy or reprint any part of this work, please send a request with complete information to the Copyright Clearance Center Inc., 222 Rosewood Drive, Danvers, MA 01923, USA; telephone: 978-750-8400; fax: 978-750-4470; Internet: www.copyright.com.
    [Show full text]
  • Learning Macromanagement in Starcraft by Deep Reinforcement Learning
    sensors Article Learning Macromanagement in Starcraft by Deep Reinforcement Learning Wenzhen Huang 1,2, Qiyue Yin 1,2, Junge Zhang 1,2 and Kaiqi Huang 1,2,3,* 1 School of Artificial Intelligence, University of Chinese Academy of Sciences, Beijing 100049, China; [email protected] (W.H.); [email protected] (Q.Y.); [email protected] (J.Z.) 2 CRISE, Institute of Automation, Chinese Academy of Sciences, Beijing 100190, China 3 CAS Center for Excellence in Brain Science and Intelligence Technology, Beijing 100190, China * Correspondence: [email protected] Abstract: StarCraft is a real-time strategy game that provides a complex environment for AI research. Macromanagement, i.e., selecting appropriate units to build depending on the current state, is one of the most important problems in this game. To reduce the requirements for expert knowledge and enhance the coordination of the systematic bot, we select reinforcement learning (RL) to tackle the problem of macromanagement. We propose a novel deep RL method, Mean Asynchronous Advantage Actor-Critic (MA3C), which computes the approximate expected policy gradient instead of the gradient of sampled action to reduce the variance of the gradient, and encode the history queue with recurrent neural network to tackle the problem of imperfect information. The experimental results show that MA3C achieves a very high rate of winning, approximately 90%, against the weaker opponents and it improves the win rate about 30% against the stronger opponents. We also propose a novel method to visualize and interpret the policy learned by MA3C. Combined with the visualized results and the snapshots of games, we find that the learned macromanagement not only adapts to Citation: Huang, W.; Yin, Q.; Zhang, the game rules and the policy of the opponent bot, but also cooperates well with the other modules J.; Huang, K.
    [Show full text]
  • Prediction Modelling of Cold Chain Logistics Demand Based on Data Mining Algorithm
    Hindawi Mathematical Problems in Engineering Volume 2021, Article ID 3421478, 9 pages https://doi.org/10.1155/2021/3421478 Research Article Prediction Modelling of Cold Chain Logistics Demand Based on Data Mining Algorithm Bo He and Lvjiang Yin School of Economics and Management, Hubei University of Automotive Technology, Shiyan 442002, China Correspondence should be addressed to Bo He; [email protected] Received 21 August 2020; Revised 4 September 2020; Accepted 5 February 2021; Published 16 February 2021 Academic Editor: Ernesto Zambrano-Serrano Copyright © 2021 Bo He and Lvjiang Yin. .is is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Modern information technologies such as big data and cloud computing are increasingly important and widely applied in engineering and management. In terms of cold chain logistics, data mining also exerts positive effects on it. Specifically, accurate prediction of cold chain logistics demand is conducive to optimizing management processes as well as improving management efficiency, which is the main purpose of this research. In this paper, we analyze the existing problems related to cold chain logistics in the context of Chinese market, especially the aspect of demand prediction. .en, we conduct the mathematical calculation based on the neural network algorithm and grey prediction. Two forecasting models are constructed with the data from 2013 to 2019 by R program 4.0.2, aiming to explore the cold chain logistics demand. According to the results estimated by the two models, we find that both of models show high accuracy.
    [Show full text]
  • The Positive Arc of Systemic Strengths How Appreciative Inquiry and Sustainable Designing Can Bring out the Best in Human Systems
    Forthcoming in Journal of Corporate Citizenship, in press. For comments on this article contact [email protected]. The Positive Arc of Systemic Strengths How Appreciative Inquiry and Sustainable Designing Can Bring Out the Best in Human Systems David L. Cooperrider Case Western Reserve University, USA Michelle McQuaid University of Melbourne, Australia ‘The Positive Arc of Systemic Strengths’ explores the important question: when is it that the best in human systems comes out most naturally and easily— especially in collective action, planning and design initiatives encompassing regions and cities, extended enterprises, industries and UN-level world summits? By analysing the performance and impacts of six case studies of the ‘whole system in the room’ Appreciative Inquiry design summit, this article provides a bird’s eye view of the opportunities, challenges and exciting new vistas opening up in this, the collaborative age—a time when systemic action and macromanagement skill are the primary leverage points for game-changing innovation, scalable solutions and industry leadership. While management innovation is rare, this article proposes that the tools are at hand for us to stand up, step up and scale up as we build a world where businesses can excel, people can thrive and nature can flourish. Systemic action Large group planning Strengths revolution in management Positive psychology Design thinking Sustainable value Mirror flourishing New organisational design Appreciative Inquiry Summit method 1 We are entering the collaborative age. In eras past, the focus was on preparing for organisations to be change frontrunners capable of capturing strategic advantage through disruptive innovation and by creating their own organisational cultures capable of embracing relentless change.
    [Show full text]
  • Ivory Tower in Escrow Masao Miyoshi Boundary 2, Volume 27, Number 1, Spring 2000, Pp
    Ivory Tower in Escrow Masao Miyoshi boundary 2, Volume 27, Number 1, Spring 2000, pp. 7-50 (Article) Published by Duke University Press For additional information about this article http://muse.jhu.edu/journals/b2/summary/v027/27.1miyoshi.html Access Provided by University Of Chicago Libraries at 08/04/11 10:48PM GMT 5983 b2 27:1 / sheet 13 of 237 Ivory Tower in Escrow Masao Miyoshi Higher education is undergoing a rapid sea change. Everyone knows and senses it, but few try to comprehend its scope or imagine its future. This I have presented this essay in various stages at the following institutions and confer- ences: the conference on Critical Theories: China and West, at the Chinese Academy of Social Sciences and the Humanities and the Human Normal University; the Border Studies Research Circle, the University of Wisconsin, Madison; the Inter-Asia Cultural Studies Conference, the National Tsing Hua University, Taipei; the conference on Aesthe- tics and Difference: Cultural Diversity, Literature, and the Arts, at UC Riverside; the Cen- ter for the Study of Race and Ethnicity and the Department of Ethnic Studies, UC San Diego; the Critical Theory Institute, UC Irvine; the Institute for Global Studies, the Univer- sity of Minnesota; and the Freeman Lecture Series in Oregon. I am in debt to the orga- nizers and audiences for their responses. Many friends and colleagues have read the manuscript also in various versions, and I am grateful for their comments and critiques: Marti Archibald, Paul Bové, Chen Kuan-Hsing, Eric Cazdyn, Noam Chomsky, Rey Chow, Arif Dirlik, H.
    [Show full text]
  • LAC Regional Financial Management Improvement Project Donor Working Group
    April 1, 1991 LAC Regional Financial Management Improvement Project Donor Working Group PriceWaterhouse LAC REGIONAL FINANCIAL MANAGMENT IMPROVEMENT PROJECT DONOR WORKING GROUP INDEX I. Dates and Hosting Institutions II. Planning Meeting: November 29, 1988 III. First Meeting: Agency for International Development February 23, 1989 IV. Second Meeting: Inter-American Development Bank August 4, 1989 V. Third Meeting: Organization of American States January 18, 1990 VI. Fourth Meeting: World Bank April 26, 1990 VII. Fifth Meeting: United Nations September 6, 1990 VIII. Sixth Meeting: International Monetary Fund January 17, 1991 IX. Seventh Meeting: Inter-American Development Bank April 18, 1991 LAC Regional Financial Management Improvement Project DONOR WORKING GROUP Meeting Date Sponsor I I Planning 11/29/88 AID First 2/23/89 AID Second 8/4/89 IDB Third 1/18/90 OAS Fourth 4/26/90 WB Fifth 9/6/90 UN Sixth 1/24/91 IMF Seventh 4/18191 IDB Eigth 6/6/91 AID Ninth 9/19/91 OAS Tenth 12/5/91 GAO PARTICIPANTS DONOR CONFERENCE PLANNING MEETING November 29, 1988 - 10:00am Organization ofAmerican States: Ricardo Murua, Chief, Division of Development Finance Angel Boccia, Division of Development Finance Inter-American Development Bank: Pedro Andrieu, Chief, Social Development Studies Section, Economic and Social Development Department International Monetary Fund: A. Premchand, Assistant Director, Fiscal Affairs Department The World Bank: Edgardo Barandiaran, Senior Economist, Latin America and the Caribbean Region United Nations: Mr. Rahman, Deputy Chief,
    [Show full text]