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please find attached sample and the date driven file. The information in the Data-Driven Model for Estimating Toxic Gas Emissions in Fire Training Centersa file shall be followed to create a file as per the sample file.you should use references and it should be academic writing without using any AI or paraphrasing tool( no chat gpt or similar it has to be human writing)
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CHAPTER 1
INTRODUCTION
This thesis discusses a case study of re-engineering project delivery process within the defense
industry of Saudi Arabia. The thesis structure starts with a background and discussion of key
business and project management concepts and practices relevant to the research, as well as an
introduction of the research problem statement, hypothesis and objectives. The research then
explains the methodology of analysis, presents the research results and finally concludes with
major findings and limitations for future research efforts.
1.1
Background
Mega projects were delivered thousands of years ago such as the Egyptian pyramids. In Dr.
Kwak’s (2003) “Brief History of Project Management”, 1900s marked the early start of project
management as a topic of science which was theoretically discussed in different industries and
organizations. Since then, project management has started to take a systematic approach through
defined processes and procedures. Indeed, the larger the scope and scale of the project the more
systematic and standardized a project would need to be (Kwak, 2003). Another key milestone in
the history of modern project management is the Manhattan Project (1942 – 1945). Due to its size
and criticality, the project also had to go through a well-designed system of processes and
procedures that need to be in place to ensure successful and more importantly in this case, timely
delivery of the project. The project was proposed in 1939, initiated in 1942 and delivered by 1945
with the atomic bomb dropped on Hiroshima, Japan marking the end of the Second World War.
Another key contributor to modern project management field is the Polaris project (1956 – 1961)
which was initiated to build a submarine-launched nuclear missile during the Cold War between
the USA and the Soviet Union. The project contributed in developing modern project management
by introducing scheduling and risk management techniques such as the widely known and used
method of Program Evaluation and Review Technique (PERT) (Engwall, 2012).
It is also important to note that technology has been greatly advancing since 1950s where more
project management techniques have been introduced such as the Critical Path Method (CPM)
scheduling technique (Kwak, 2003). In addition, in the 1970s the world started to see emergence
of technology and software companies such as Microsoft in 1975 and Oracle in 1977. This has
greatly contributed in further development of project management field by introducing information
technology systems and automation that are widely used in efficiently and effectively delivering
projects today (Kwak, 2003).
A key stage in project-based organizations that, in essence, work to deliver projects to end-users
is the Pre-Award stage. This stage starts with capturing a business opportunity and ends with a
complete Proposal package as a response to the customer’s request. Although there are many
similarities in the nature of work and people involved in the process, the Pre-Award stage is being
developed as a standalone phase that is separate and predecessor to the respective project to follow,
in case the contract is awarded. Yet, there are also some differences between the Pre-Award and
Post-Award stages such as:
•
The level of ambiguity in project scope and scale. While it is logically higher in the Pre-Award
stage, uncertainties still keep arising during the course of Post-Award stage, and even during
the execution phases of a project.
•
Some functional roles involved in the Pre-Award stage do not formally transition with the
project’s transition to the Post-Award Stage.
•
Funding source in the Pre-Award stage comes from within the organization, while in the PostAward stage the funding comes from the end-user as invoices start to being charged on the
project.
Business processes including project management processes are subject to constant reviews and
restructurings in the pursuit of continuous improvements and creation of industry best practices.
All in all, these continuous improvements are directed towards effectively and efficiently
collecting, understanding and delivering customer requirements. Organizations currently are
operating in a fast-changing business environments and continuous improvements are needed more
than ever in order for an organization to maintain its market position and competitiveness. With
that, the need for reengineering and redesigning existing business processes is increasing. Below
sub sections provide a couple of real-life cases where organizations went through radical changes
to either improve or rescue their market positions.
1.2
BPR by Force
According to a Business article in 2018, the US Automobile Industry faced a dead end during the
2008 Great Depression (Pascus, 2018). Two of the biggest automobile manufacturing companies
were heading to a bankruptcy situation and therefore reacted with prompt strategic business
reengineering to save their companies as well as the capital invested in them. Even with
government significant financial support, General Motors (GM) had to go through significant
restructuring of their business structure and portfolio in order to survive the crisis by eliminating
brands that did not add value and by starting to manufacture more environment-friendly auto
products to attract more consumers (Pascus, 2018). Similarly, Ford company had to let go on some
important brands such as Volvo, Jaguar and Land Rover to other international competitors based
in China and India (Pascus, 2018). Other companies followed a different approach of restructuring
such as Chrysler. To fight back against bankruptcy, Chrysler merged with Italian Fiat auto
company in 2009, which led to a successful escape of Chrysler from the financial crisis (Pascus,
2018).
Another case of business reengineering run by force is the case of Facebook social networking
platform. According to Forbes, Facebook’s rebranding to Metaverse last year was mainly driven
by the vast attacks by the public that the earlier brand had had gone through recently (Suciu, 2021).
As a result, Facebook top management decided to rebrand its self into a new name supported with
restructured strategy and vision to divert the public perception away from the negative impression
of the old brand/name, Facebook (Suciu, 2021). According to the New York Times, it is worth
noting that with such a swift and re-active business reengineering often result in a change
resistance from within the organization (Frenkel et al., 2022).
1.3
BPR by Choice
Communication and Information Technology is one of the largest, fast-changing industries
worldwide, as well as in Saudi Arabia. In Saudi Arabia, the Communication and Information
Technology Commission (CITC) is the governmental arm that regulates telecommunication,
Information Technology, and emerging technology sectors, according to CITC (CITIC Website,
2022). The commission was first established back in 2001 under the name “Saudi Communication
Commission” and was mainly responsible to regulate the telecommunication sector. Two years
later, the name was changed to be what it is known today, CITC (CITIC Website, 2022).
Rebranding usually, but not always, comes as a last step in a business reengineering process. CITC,
for example, was assigned new responsibilities including regulation of the information technology
industry in Saudi Arabia, as its current name suggests. With CITC efforts and restructuring as well
as those of the public and private organizations, the communication and information technology
sector have seen significant improvements both at the infrastructure levels and the end-user levels.
In 2019, CITC has also been enlarged to extends its responsibility for regulating the Postal services
sector (CITIC Website, 2022). This responsibility enlargement came after the commission has
proven its self through great results over the past two decades. According to a statement made by
CITC, since 2019 the Postal sector has seen a significant increase in the number of parcels by
160% in Saudi Arabia.
Another case worth being looked at, is the reengineering of the Saudi Telecommunication
Company (STC) over the past two decades. Founded in 1998, STC started as a basic
telecommunication company that provided mainly landline infrastructure and services. To cope
with the rapidly changing socio-economic factors in Saudi Arabia to align with Vision 2030
objectives, STC has recently dramatically restructured its business position from a giant tele
company to be a digital/technology company that pursues new endeavors in media, advertising,
financial technology (FinTech), as well as digital transformation services (Brightline, 2018).
According to Mohammed Alabbadi, STC’s Vice President of Strategy Execution and Corporate
Affairs, three key factors play a significant role in successfully delivering radical strategic
reengineering: 1) Top management support, 2) Stakeholders’ engagement, 3) and Effective
communication
The above are two cases that demonstrate BPR in a more positive way, one that is persuaded by
choice, not by force.
1.4
Problem Statement
Today, projects delivery does not only depend on how well an organization manages and executes
its projects, but also how its projects are being proposed and initiated in the first place. Missing
out on key information early in the project development stages could lead to considerable late
failures in projects key attributes such as scope, cost and schedule. In any organization, whether
its projects are internal to its own development or external to serve outside clients, projects undergo
two main stages: Pre-award and Post-award stages. Names of these two stages could differ from
one organization to another, however the objectives remain the same. Often, organizations handle
these two key stages separately both in terms of development processes (i.e. Bid package
development, Contract development, Project Management plans development etc.) as well as the
roles involved in them (i.e. Proposal Manager, Project Manager etc.). Without a well-established
handover process that allows a smooth transition from the pre-award stage to the post-award stage,
project management-related issues could arise as projects progress into their execution stages.
There are two main types of transitional deficiencies that occur during the project development
lifecycle. The first type is those deficiencies that exist in-between stages where each stage is
dependent on the outcomes of the previous one. The second type is more concerned with the work
nature which mandates segregating one stage or phase from another (Paton & Andrew, 2019). In
this research, the deficiency under discussion is one that exists after completing the pre-award
stage and during the period going forward to post-award stages. This deficiency falls under the
first type of transitional deficiencies.
This research discusses the problems that could arise from segregating the Pre-Award and PostAward stages.
1.5
Research Hypothesis
In this research, it is hypothesized that segregating the Pre-Award and Post-Award stages hinder
projects delivery in terms of efficiency and effectiveness of their final outcomes in a contractor
type of organization. Instead, the research hypothesis supports merging the two stages to achieve
a more efficient and effective management of project key attributes; scope, cost, schedule, quality,
risks, stakeholders, communications, project integration, etc.
1.6
Research Objectives
By using qualitative and quantitative methods, the research aims to showcase the benefits of
merging the Pre-Award and Post-Award stages for project delivery systems and its impacts on
project key attributes. To do that, the research analyzed a case study of BPR experience which
restructured a company’s core business process to deliver its projects. The research looks into a
number of projects as case studies that took place prior to and after the extensive organizational
restructuring. The organization under study in this research is a Saudi contractor company that
provides manufacturing and repair services in the military industry. The research study was
primarily conducted within the Programs Delivery business unit which specializes in the delivery
of the organization business projects and programs. Since this is a contractor company, the Project
Delivery process is considered to be a core process that is often divided into stages that are crucial
to the success of the organization. The first stage is the Pre-Award stage where business
opportunities are captured and proposed for. The second stage is the subsequent project execution
and management.
1.7
Significance of the Study
The research study’s purpose is generally of high importance to any contractor type of organization
since it provides verified insights on a best practice for bid development and project delivery. By
implementing such practice, organizations with similar nature of business can achieve better
customer satisfaction with more efficient and effective business projects.
1.8
Scope and Limitations of the Research Study
The case study analyzed in this research is a recent experience that has been in action since June
2019. As a result, there is a limitation in collecting enough data for the research analysis. In
addition, some metrics used in the Project Management performance analysis could not be
quantified due to the nature of the data. This introduced some limitation in expanding the scope
and scale of the research study.
Data-Driven Model for Estimating Toxic Gas Emissions in Fire Training Centers
Background:
Fire Training Centers play a vital role in enhancing the skills of firefighters by simulating real-life fire
scenarios. Traditionally, these centers use conventional hydrocarbon fuels like diesel and gasoline for
training drills. However, the combustion of these fuels emits toxic gases such as carbon monoxide and
carbonaceous smoke, posing health risks to personnel. With a focus on safety and environmental
sustainability, there’s a need to explore alternative fuels to mitigate these emissions.
Proposal:
The purpose of this project is to conduct a cost-benefit analysis and estimate carbon emissions
associated with the use of conventional fuels in fire training centers. Additionally, we aim to propose
alternative eco-friendly fuels, such as n-Butanol and LPG, which emit minimal to zero emissions during
combustion. This proposal aligns with the Kingdom’s 2030 Global Vision National Transformation
Program and its strategic focus on environmental sustainability.
Model for Estimating Gas Emissions:
The data-driven model for estimating gas emissions will be based on the following parameters:
Center Size: The size of the training center will be evaluated gained how many fire simulators are being
used.
Fuel Type: The type of fuel used for training exercises, whether conventional hydrocarbon fuels (e.g.,
diesel, gasoline) or alternative eco-friendly fuels (e.g., n-Butanol, LPG), will be considered.
Burning Time per Day: The duration for which training exercises involving combustion of fuels are
conducted each day will be a significant factor.
Number of Fire Simulators: The quantity of fire simulators in use during training sessions will also
influence gas emissions.
Based on these parameters, a mathematical model will be developed to estimate the quantity of toxic
gases emitted during training exercises. This model will take into account the combustion efficiency of
different fuels, the volume of fuel consumed, and the emission factors for various pollutants..
By utilizing real-time data from fire training centers and applying advanced statistical techniques, the
model will provide accurate estimates of gas emissions, allowing stakeholders to make informed
decisions regarding fuel choices and environmental management strategies.
Conclusion:
In conclusion, the proposed data-driven model offers a comprehensive approach to estimating and
mitigating toxic gas emissions in fire training centers. By incorporating key parameters and leveraging
advanced analytics, this model will support the transition towards eco-friendly training methodologies,
contributing to the safety and well-being of firefighters and the environment.
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