Using Analytic Hierarchy Process (AHP) Method to Prioritise Human Resources in Substitution Problem
|
|
- Rafe Hall
- 8 years ago
- Views:
Transcription
1 Using Analytic Hierarchy Process (AHP) Method to Raymond Ho-Leung TSOI Software Quality Institute Griffith University Abstract In general, software project development is often to work within the restrictions of resource limitations.when a software project is running late, the project manager is under pressure to assess the impact of delays on the overall project duration. Basing on the time-cost trade-off approach, the problem can be alleviated by the replacement/substitution of other suitable resources that are in greater supply. This paper introduces a human resource substitution method based on Analytic Hierarchy Process (AHP) which is a popular decision-making model for tackling multiplecriteria problems. The proposed method can be regarded as a factor weighting approach providing a formal weighting mechanism to achieve a higher level of consistency. It will help the project manager to achieve a better replacement of the human resource and increase the chance to get a successful result. Finally, the approach is illustrated by the use of an example. Keywords: Analytic Hierarchy Process (AHP), Software Project Management, Rescheduling 1 Introduction Software project development includes a number of activities that result in a delivered product (software). As software becomes more and more expensive to develop, the project managers need to pay more attention to control the progress. Unfortunately, late delivery of a software project is very common in the Information System (IS) community. Jenkins (1984) reported that the average effort and schedule overrun were 36% and 22% respectively. Researchers at the University of Arizona carried out a similar study. They found that the average cost overrun was 33% (Phan, 1988). People are intellectual beings, and we need them to design and develop software application for accomplishing the software project development. They are the basic driving force to get work done. Many research works have been carried out attempting to find
2 out the major keys to successful software project management. Donald Reifer (1993) classified these project managing keys into just three, namely Process, People and Product. These three factors all directly or indirectly related to People in completing the project, which indicates the importance of the People factor in software project development. When a software project is running late, corrective actions are necessary. The project managers are under pressure to assess the impact of delays on the overall project duration. Because "people" who work for the software project will generally represent the most variable and largest percentage of the total project costs, the effective use of the surplus resource (people) is essential. It allows enough flexibility for the project manager to recover the overruns at various stages of the project. Generally, the substitutability of one person by another can improve the usage, in terms of labour productivity, of this resource. The effectiveness of the use of "people" will allow more activities to start on time. Li (1991) claims that the substitution of alternative resources can make resource constrained project scheduling easier, particularly when the supply of a particular scarce resource is depleted. The problem is that project managers seldom have time to research on the method of substitution. Project managers may resolve the problem by sorting all human resources according to some preference. Actually, the priority of alternatives requires considerations of a number of criteria, such as experience, personal preference, technical requirements, and the like. Although the substitution process can make the rescheduling process easier, the very task of substituting people is difficult and complicated in practice. Firstly, people are much more individual in what they know and how they behave. Therefore, the replacement of one person by another can only be assessed on a case-by-case basis. Secondly, one person may be a substitute in one situation but not in another. For example, activity A requires a programmer X to develop a C++ program and activity B requires a programmer Y to do visual programming. Suppose programmer X has good knowledge and experience in both C++ and visual programming but programmer Y knows only visual programming. When programmer Y is not available, programmer X can be assigned to replace programmer Y but not vice versa. Thirdly, one-to-one interchanged in the substitution process. People is one of the most dominant resources for software project development but hard to manage and cannot be easily interchanged. In the substitution process, adding an extra team member may not result in a proportion of reducing the project completion time. Sometimes, if more staff are involved in an activity, the productivity may drop and further delay the schedule because of communication problems and other human related factors which may result in confusion and error. Like dousing a fire with gasoline, this makes matters worse, much worse (Brooks, 1975). So just one to one replacement can be considered in the substitution process. In summary, the proposed method is aimed to answer the below questions: What is the sequence of all alternatives in the substitution process? Which substitutes will have a higher preference? It ensures to speed up of the development of the resource constrained software projects but preserves the initial
3 activities schedule. It is admitted that human resource may be replaced by equipment but there may need a more complex arrangements and out of the scope of this paper. Finally, the method is illustrated by the use of an example. 2 Substitution Concept example, it is hard to say that all development team members resign from the activity. It may be the case that some of them resigned or are absent for some personal reasons. Thus replacement or substitution has to be considered, especially for the human resource issue. To demonstrate this idea, a simple example is shown below: Generally, it is seldom that all elements for one resource type are depleted. For Initial resources schedule: Resource Type A B C D E F G H I J K L M Requirements Suppose Resource type A is now depleted, the project manager finds that resource E is in great supply and can be used as the preferred alternative. The amount of the replacement is two. Therefore, the requirements on the resource vectors for resource type E will be changed from zero to 1. The new resource schedule becomes (* marks changes): The final schedule after substitution: Resource Type A B C D E F G H I J K L M Requirements 0* * The Analytic Hierarchy Process (AHP) The Analytic Hierarchy Process (AHP) was developed in the early 1970 s by Thomas Saaty to solve prioritization problems. Satty claims that the AHP serves as a framework for people to structure their own problems and provide judgments based on knowledge, reasons or feelings to derive a set of priorities considered as an optimal solution to a decision problem (Saaty, 1980; Saaty, 1994). Today the AHP has gained wide popularity and acceptance throughout the world. It has been considered that AHP is one of the powerful tools to help individual as well as group decision makers to convert linguistic assessment to quantitative scales. This can be used as a means of aiding multiobjective choice and is widely used in different types of problems, such as preparation the job schedule, prioritization auditing tasks, and the like.
4 Selection of an appropriate human resource substitution requires considerations of a number of criteria, such as type of the application, experience, technical requirements, time, etc. and is a relative matter. A Project manger need to choose the best one in a set of competing alternatives that are evaluated under conflicting criteria. In this paper, a human resource substitution method which is based on the Analytical Hierarchy Process (AHP) is proposed. Since the AHP is a multi-attribute approach to decision making, it helps the project managers to deal with the human resource substitution problem which involves a large number of alternatives and criteria. Moreover, it enables us to cope with the intuitive, the rational, and the irrational, all at the same time. It is commonly agreed that there are a great number of factors involved in the human resource substitution process. For this proposed method, the relationship among selection factors will be specified through weighting. Considering these factors, a project manager can determine whether or not the factors are included in the human resource under consideration. Though the accumulation of weighted scores, rank different kinds of human resources according to their relative suitability. In other words, the hierarchical structure of the new method allows project managers to compare different selection factors more efficiently, even when a large number of factors are involved. The outcome of this method is a best or optimum selection, considering all the necessary objectives, tangible and intangible criteria, and alternatives in a single interrated method. The proposed human resource prioritisation methodology includes six steps: Step 1: For the whole development life-cycle an individual phase, identifying a list of human resources substitution factors, which were considered for several past projects in the organisation, and all possible human resources for substitution for this situation; Step 2: Analysing the task requirements and each human resource s constraints; Step 3: Developing the hierarchy of criteria for prioritisations; Step 4: Establishing a priority model by identifying the relative importance of criteria through pairwise comparison; Step 5: Assessing the value of each criteria for each substitution and prioritisation factor; Step 6: Determining priority order while also considering other important factors. Obviously, the highest priority human resource is the best choice of substitution. The first two steps can be carried out by using personal judgment or other sophisticated methods. The discussion of the judgment remains an open issue, but further discussion is beyond the scope of this paper. This paper just focuses on the details of steps 3 through 6 which are related to how the AHP method is applied for human resource prioritisation and substitution. For demonstration purpose an example will be presented in the following section. 4 An Example To illustrate the algorithm and to avoid any ambiguity or abstruseness that may exist in the explanation, a small example of a human resources substitution process will be presented in this section.
5 Step 1: Identifying all possible human resources in the substitution process This is a preliminary identification process. To identify a list of human resources in the substitution process, a software project manager needs to first have variables whose measurements were taken for several similar past projects in the organisation. For demonstration purpose, suppose the project manager selects five possible human resources, namely programmer A, Programmer B, System Analyst C, System Analyst D, and Junior Programmer E, for the substitution of the programmer X. Step 2: Analysing the requirements of the human resources and the substitutions constraints A lot of points are found after analysis and, without going into detail, some of them are listed as below: Programmer X is good for OO Programming, Networking, Database system design and implementation The activity is mainly for doing the OO programming System Analyst D accepts to replace the Programmer X Step 3: Developing the hierarchy of criteria for prioritisations; During substitution process, there are a lot of factors that are important to project managers. Moreover, each human resource would be expected to have a different set of factors considered important. This step will include three major tasks: Identify overall objective or goal to the selection Identify appropriate criteria to satisfy a goal Identify, where appropriate, subcriteria under each criterion For demonstration purposes, a list of factors for the selection problem is listed as below.
6 Company Policy (COP) Staff s Preference (SP) Management Attitude (MA) Size of the Development Team (SDT) Client s Involvement (CI) Client s Preference (CP) Development Complexity (DC) Software Requirements (SR) Hardware Requirements (HR) Considers the current company policy. Measures the staff s preference in the development team and the substitutes. considers the management attitude to the replacement, such as the relationship, management preference, etc. Considers the number of people in the development team which the replacement process should be taken. Considers whether users are requested to be involved in the development. Considers the expectation and preference of the customer such as the relationship between the development person and the customer. Considers the complexity of the application, such as algorithm, technology, etc. This measure summarises the overall complexity describing the difficulties of the computer hardware and software designs as well as the data base organisation of the system. Considers the software technology which is required to support the development. Considers the hardware technology which is required to support the development. According to psychological theories, the human mind can most effectively handle 7 +/- 2 pieces of information at the same time and becomes inefficient as the number of information increases (Miller 1956). Thus project managers may experience difficulty in attempting to compare all the above factors at one time. To help software project manager to manage a greater number of factors at one time, AHP would enable the project manager to group the factors into different classes or categories, allowing for no more than seven factors to be considered at one time. Note that the hierarchy subdivides the level 2 into three main criteria, namely Client Attributes (CA), Application Attributes (AA) and Organization Attributes (OA). Additionally, these three criteria have been further subdivided at Level 3: Organization Attributes (OA) Company Policy (COP); Staff s Preference (SP); Management Attitude (MA); Size of the Development Team (SDT) Client Attributes (CA) Client s Involvement (CI); Client s Preference (CP) Application Attributes (AA) Development Complexity (DC); Software Requirements (SR); Hardware Requirements (HR)
7 Step 4: Establishing a priority model by identifying the relative importance of criteria through pairwise comparison The second step in establishing an AHP model is to identify the relative importance of criteria which can be assessed by using pairwise comparison. In order to determine the weight that an individual factor will contribute to the overall utility, a series of comparison need to be carried out. Normally the comparison process will be done from the top level of the hierarchy to the bottom level in order to establish the overall priority index. As the factors themselves do not have a numerical value upon which to establish their relationship, a mechanism which provides a means of comparison is included. In this judgment phase, the AHP requires the following scale of absolute values (see Figure 1) to express judgments in making paired comparison. Figure 1 an example of a scale for pairwise comparisons if A is extremely more important than B, then the rating of comparison is 9. where 2,4,6,8 are intermediate values, between the two adjacent judgments, which are used to facilitate compromise between slightly differing judgments. Moreover, an element is equally important when compared with itself. Details of the rating can be obtained from the book, namely The Analytic Hierarchy Process (Saaty, 1980). Utilizing the above scale, comparisons have been made with each factor against all other factors. For the above example, four pairwise comparisons are required at level 2 with OA being considered weakly more important than CA, AA and AA being moderately more important than CA. The results of pairwise comparison for the upper right triangle portion in Figure 1 are given below: AA CA OA PR- Eigenvector AA CA OA The linear relationship between Human resource substitution factors Selection and the three factors at Level 2 resulted as below: The usage of the above scale is shown as below: Given elements A and B; if A and B are equally important, then the rating of comparison is 1. if A is weakly more important than B, then the rating of comparison is 3. if A is moderately more important than B, then the rating of comparison is 5. if A is strongly more important than B, then the rating of comparison is 7. Substitution Factors Selection Index (SFSI) = AA CA OA The next process is to combine the various levels to compute the final weights of factors for calculating the SFSI. For this example, assume that the pairwise comparison of elements for Client Attributes (CA) were compared and resulted in Client s Involvement (CI) having a weight of 0.25, Client s Preference (CP) having a weight of Since the CA factor has already been determined to have a weight of 0.286, thus
8 the final weight for CI and CP are and respectively. To repeat the comparison procedure for all the levels of the hierarchy, and the overall SFSI is described below: Substitution Factors Selection = COP SP MA SDT Index (SFSI) CP CI DC SR HR Step 5: Assessing the value of each criteria for each team building Factor After having the relative weighting of the various factors identified in the AHP, the next step is to obtain the measure of the relative performance of each available alternative. As mentioned in the previous section, there are SIX human resources, namely programmer A, Programmer B, System Analyst C, System Analyst D, and Junior Programmer E, as alternatives and their qualitative values have been identified in Table 1. The following qualitative scaling mechanism is used to convert the linguistic judgments to numbering base and the results are listed in table 2. High = 1 Moderate = Low = None = 0 Step 6: Determining priority order while also considering other important factors. Obviously, the first priority will be the best choice. Having established the qualitative numbering base, the next step is to use the previously identified MSI scaling function to calculate the resultant normalized values for the individual alternatives. The final results are shown in Table 3. Summing up the individual columns of the above table results in the overall Substitution Factors Selection Index (SFSI) for each alternatives as shown in Table 4. System Analyst D has the highest priority (SFSI = 0.886). In other words, system analyst D must be first considered as an alternative in the substitution process. The results of this example clearly illustrate the potential of this method for the prioritisation of alternatives in the human resource substitution process. Conclusion Software project development has a dynamic nature. Therefore, changes are bound to occur, especially regarding staffing problem. The main purpose of this paper introduces a method based on AHP to solve the problem of prioritisation of alternatives in the human resource substitution process. Table 4: The final results for all alternatives Programmer Programmer System Analyst System Analyst Junior Programmer A B C D E SFSI:
9 It provides a formal mechanism that can quantify the selection attributes and allows a software project manager to compare factors systematically. Moreover, the presented AHP method can easily be computerized and used as an on-going prioritization tool for software project management. In order to use this method successfully in practice, the following are important requirements: discussing with the alternatives and all team members before substitution process starts understanding the needs of the alternatives close working with team members and trying to solve the problems after the substitution process close monitoring of the development progress using different points of view to do evaluation at different development stages The proposed method and above requirements are beneficial in the human resource substitution process in general. They will help the project managers to make a better decision in the substitution process and improve the chance of working the project successfully. References F. P. Brooks Jr. (1975) The Mythical Manmonth. Reading, Massachusetts Addison -Wesley Publishing Company, Inc., Jenkins A.M., J.D. Naumann, and J.C., Wetherbe(1984) Empirical investigation of systems development practices and results. Information Management Li R. and R.J. Willis (1991) Alternative Resources in Project Scheduling. Computers Ops Res., Vol. 18, pp Miller G.A. (1956) The Magical Number Seven Plus or Minus Two: Some Limits on Our Capacity for Processing Information. Psychological Review Phan D., D. Vogel, and J. Nunamaker (1988) The search for perfect project management. Computerworld, Steptember. Reifer Donald (1993) The Three P: The Key to Success in Software Management. Software Management, 4 th Edit Saaty T.L. (1980) The Analytic Hierarchy Process. New York, McGraw Hill Saaty T.L. (1994) Fundamentals of Decision Making and Priority Theory with the Analytic Hierarchy Process. RWS Publications: Pittsburgh.
10 Table 1: The judgment between alternatives and criteria Using Analytic Hierarchy Process (AHP) Method to Programmer A Programmer B System Analyst C System Analyst D Junior Programmer E COP moderate low moderate moderate high SP low low low low low MA low low low low low SDT low high high high low CI moderate moderate moderate moderate moderate CP low low moderate moderate low DC moderate moderate high high moderate SR high moderate moderate moderate high HR high moderate low high low Table 2: The corresponding qualitative values Programmer A Programmer B System Analyst C System Analyst D Junior Programmer E COP SP MA SDT CI CP DC SR HR Table 3: The results after applying to SFSI function Programmer A Programmer B System Analyst C System Analyst D Junior Programmer E COP SP A SDT CI CP DC SR HR
Vendor Evaluation and Rating Using Analytical Hierarchy Process
Vendor Evaluation and Rating Using Analytical Hierarchy Process Kurian John, Vinod Yeldho Baby, Georgekutty S.Mangalathu Abstract -Vendor evaluation is a system for recording and ranking the performance
More informationMULTIPLE-OBJECTIVE DECISION MAKING TECHNIQUE Analytical Hierarchy Process
MULTIPLE-OBJECTIVE DECISION MAKING TECHNIQUE Analytical Hierarchy Process Business Intelligence and Decision Making Professor Jason Chen The analytical hierarchy process (AHP) is a systematic procedure
More informationTHE ANALYTIC HIERARCHY PROCESS (AHP)
THE ANALYTIC HIERARCHY PROCESS (AHP) INTRODUCTION The Analytic Hierarchy Process (AHP) is due to Saaty (1980) and is often referred to, eponymously, as the Saaty method. It is popular and widely used,
More informationThe Analytic Hierarchy Process. Danny Hahn
The Analytic Hierarchy Process Danny Hahn The Analytic Hierarchy Process (AHP) A Decision Support Tool developed in the 1970s by Thomas L. Saaty, an American mathematician, currently University Chair,
More informationHow to do AHP analysis in Excel
How to do AHP analysis in Excel Khwanruthai BUNRUAMKAEW (D) Division of Spatial Information Science Graduate School of Life and Environmental Sciences University of Tsukuba ( March 1 st, 01) The Analytical
More informationMulti-Criteria Decision-Making Using the Analytic Hierarchy Process for Wicked Risk Problems
Multi-Criteria Decision-Making Using the Analytic Hierarchy Process for Wicked Risk Problems Introduction It has become more and more difficult to see the world around us in a uni-dimensional way and to
More informationA REVIEW AND CRITIQUE OF HYBRID MADM METHODS APPLICATION IN REAL BUSINESS
Application in Real Business, 2014, Washington D.C., U.S.A. A REVIEW AND CRITIQUE OF HYBRID MADM METHODS APPLICATION IN REAL BUSINESS Jiri Franek Faculty of Economics VSB-Technical University of Ostrava
More informationDecision-making with the AHP: Why is the principal eigenvector necessary
European Journal of Operational Research 145 (2003) 85 91 Decision Aiding Decision-making with the AHP: Why is the principal eigenvector necessary Thomas L. Saaty * University of Pittsburgh, Pittsburgh,
More informationUSING THE ANALYTIC HIERARCHY PROCESS (AHP) TO SELECT AND PRIORITIZE PROJECTS IN A PORTFOLIO
USING THE ANALYTIC HIERARCHY PROCESS (AHP) TO SELECT AND PRIORIZE PROJECTS IN A PORTFOLIO Ricardo Viana Vargas, MSc, IPMA-B, PMP Professor Fundação Getúlio Vargas (FGV) Brasil Professor Fundação Instituto
More informationChapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY
Chapter 4 SUPPLY CHAIN PERFORMANCE MEASUREMENT USING ANALYTIC HIERARCHY PROCESS METHODOLOGY This chapter highlights on supply chain performance measurement using one of the renowned modelling technique
More informationAn Evaluation Model for Determining Insurance Policy Using AHP and Fuzzy Logic: Case Studies of Life and Annuity Insurances
Proceedings of the 8th WSEAS International Conference on Fuzzy Systems, Vancouver, British Columbia, Canada, June 19-21, 2007 126 An Evaluation Model for Determining Insurance Policy Using AHP and Fuzzy
More informationANALYTICAL HIERARCHY PROCESS AS A TOOL FOR SELECTING AND EVALUATING PROJECTS
ISSN 1726-4529 Int j simul model 8 (2009) 1, 16-26 Original scientific paper ANALYTICAL HIERARCHY PROCESS AS A TOOL FOR SELECTING AND EVALUATING PROJECTS Palcic, I. * & Lalic, B. ** * University of Maribor,
More informationDecision Making on Project Selection in High Education Sector Using the Analytic Hierarchy Process
Decision Making on Project Selection in High Education Sector Using the Analytic Hierarchy Process Nina Begičević University of Zagreb, Faculty of Organization and Informatics, Pavlinska 2, Varaždin nina.begicevic@foi.hr
More informationUSING THE ANALYTIC HIERARCHY PROCESS FOR DECISION MAKING IN ENGINEERING APPLICATIONS: SOME CHALLENGES
Published in: Inter l Journal of Industrial Engineering: Applications and Practice, Vol. 2, No. 1, pp. 35-44, 1995. 1 USING THE ANALYTIC HIERARCHY PROCESS FOR DECISION MAKING IN ENGINEERING APPLICATIONS:
More informationUsing Analytic Hierarchy Process Method in ERP system selection process
Using Analytic Hierarchy Process Method in ERP system selection process Rima Tamošiūnienė 1, Anna Marcinkevič 2 Abstract. IT and business alignment has become of the strategic importance and the enterprise
More informationRANKING REFACTORING PATTERNS USING THE ANALYTICAL HIERARCHY PROCESS
RANKING REFACTORING PATTERNS USING THE ANALYTICAL HIERARCHY PROCESS Eduardo Piveta 1, Ana Morra 2, Maelo Penta 1 João Araújo 2, Pedro Guerrro 3, R. Tom Price 1 1 Instituto de Informática, Universidade
More informationInformation Security and Risk Management
Information Security and Risk Management by Lawrence D. Bodin Professor Emeritus of Decision and Information Technology Robert H. Smith School of Business University of Maryland College Park, MD 20742
More informationAnalytic Hierarchy Process for Effective Decision Making in Project Management. Glenn Hamamura Dr. Lawrence Rowland
Analytic Hierarchy Process for Effective Decision Making in Project Management Glenn Hamamura Dr. Lawrence Rowland Decision Making We are all fundamentally decision makers. Everything we do consciously
More informationPrize: an R package for prioritization estimation based on analytic hierarchy process
Prize: an R package for prioritization estimation based on analytic hierarchy process Daryanaz Dargahi October 14, 2015 daryanazdargahi@gmail.com Contents 1 Licensing 2 2 Overview 2 3 Relative AHP 3 3.1
More informationSupplier Performance Evaluation and Selection in the Herbal Industry
Supplier Performance Evaluation and Selection in the Herbal Industry Rashmi Kulshrestha Research Scholar Ranbaxy Research Laboratories Ltd. Gurgaon (Haryana), India E-mail : rashmi.kulshreshtha@ranbaxy.com
More informationContractor selection using the analytic network process
Construction Management and Economics (December 2004) 22, 1021 1032 Contractor selection using the analytic network process EDDIE W. L. CHENG and HENG LI* Department of Building and Real Estate, The Hong
More informationDevelopment of Virtual Lab System through Application of Fuzzy Analytic Hierarchy Process
Development of Virtual Lab System through Application of Fuzzy Analytic Hierarchy Process Chun Yong Chong, Sai Peck Lee, Teck Chaw Ling Faculty of Computer Science and Information Technology, University
More informationAnalytical Hierarchy Process for Higher Effectiveness of Buyer Decision Process
P a g e 2 Vol. 10 Issue 2 (Ver 1.0), April 2010 Global Journal of Management and Business Research Analytical Hierarchy Process for Higher Effectiveness of Buyer Decision Process Razia Sultana Sumi 1 Golam
More informationA Multi-attribute Decision Making Approach for Resource Allocation in Software Projects
A Multi-attribute Decision Making Approach for Resource Allocation in Software Projects A. Ejnioui, C. E. Otero, and L. D. Otero 2 Information Technology, University of South Florida Lakeland, Lakeland,
More informationAnalytic Hierarchy Process for Design Selection of Laminated Bamboo Chair
Analytic Hierarchy Process for Design Selection of Laminated Bamboo Chair V. Laemlaksakul, S. Bangsarantrip Abstract This paper demonstrates the laminated bamboo chair design selection, the applicability
More informationABC AHP Decision Tool Manual
Project Number: TPF-5(221) ABC AHP Decision Tool Manual Final March, 2012 1 Introduction... 1 1.1 Software Overview... 1 1.2 Graphical User Interface... 1 1.3 Software Requirements... 2 1.4 How to Initiate
More informationAn Illustrated Guide to the ANALYTIC HIERARCHY PROCESS
An Illustrated Guide to the ANALYTIC HIERARCHY PROCESS Dr. Rainer Haas Dr. Oliver Meixner Institute of Marketing & Innovation University of Natural Resources and Applied Life Sciences, Vienna http://www.boku.ac.at/mi/
More informationA new Environmental Performance Index using analytic hierarchy process: A case of ASEAN countries
Article A new Environmental Performance Index using analytic hierarchy process: A case of ASEAN countries Wan Khadijah Wan Ismail, Lazim Abdullah Department of Mathematics, Faculty of Science and Technology,
More informationMULTICRITERIA DECISION MAKING WITH SAS SOFTWARE Mary G. Crissey, US Air Force
MULTICRITERIA DECISION MAKING WITH SAS SOFTWARE Mary G. Crissey, US Air Force INTRODUCTION This study will show how Multicriteria decisions can be modeled by expanding the traditional linear programming
More informationCombining ANP and TOPSIS Concepts for Evaluation the Performance of Property-Liability Insurance Companies
Journal of Social Sciences 4 (1): 56-61, 2008 ISSN 1549-3652 2008 Science Publications Combining ANP and TOPSIS Concepts for Evaluation the Performance of Property-Liability Insurance Companies 1 Hui-Yin
More informationAnalytic hierarchy process (AHP)
Table of Contents The Analytic Hierarchy Process (AHP)...1/6 1 Introduction...1/6 2 Methodology...1/6 3 Process...1/6 4 Review...2/6 4.1 Evaluation of results...2/6 4.2 Experiences...3/6 4.3 Combinations...3/6
More informationANALYTIC HIERARCHY PROCESS (AHP) TUTORIAL
Kardi Teknomo ANALYTIC HIERARCHY PROCESS (AHP) TUTORIAL Revoledu.com Table of Contents Analytic Hierarchy Process (AHP) Tutorial... 1 Multi Criteria Decision Making... 1 Cross Tabulation... 2 Evaluation
More informationIDENTIFYING AND PRIORITIZING THE FINANCING METHODS (A HYBRID APPROACH DELPHI - ANP )
IDENTIFYING AND PRIORITIZING THE FINANCING METHODS (A HYBRID APPROACH DELPHI - ANP ) Pezhman Arzhang 1, Naser Hamidi 2 1 MSc.Business Administration, Department of Business Management, Qazvin Branch, Islamic
More information3 Guidance for Successful Evaluations
3 Guidance for Successful Evaluations In developing STEP, project leads identified several key challenges in conducting technology evaluations. The following subsections address the four challenges identified
More informationComparative Analysis of FAHP and FTOPSIS Method for Evaluation of Different Domains
International Journal of Research Studies in Computer Science and Engineering (IJRSCSE) August 2015, PP 58-62 ISSN 2349-4840 (Print) & ISSN 2349-4859 (Online) www.arcjournals.org Comparative Analysis of
More informationResearch on supply chain risk evaluation based on the core enterprise-take the pharmaceutical industry for example
Available online www.jocpr.com Journal of Chemical and Pharmaceutical Research, 2014, 6(6):593-598 Research Article ISSN : 0975-7384 CODEN(USA) : JCPRC5 Research on supply chain risk evaluation based on
More informationTalk:Analytic Hierarchy Process/Example Leader
Talk:Analytic Hierarchy Process/Example Leader 1 Talk:Analytic Hierarchy Process/Example Leader This is an example showing the use of the AHP in a practical decision situation. Click HERE to return to
More informationInternational Association of Scientific Innovation and Research (IASIR) (An Association Unifying the Sciences, Engineering, and Applied Research)
International Association of Scientific Innovation and Research (IASIR) (An Association Unifying the Sciences, Engineering, and Applied Research) International Journal of Engineering, Business and Enterprise
More informationProject Management Software Selection Using Analytic Hierarchy Process Method
Project Management Software Selection Using Analytic Hierarchy Process Method ISSN - 35-055 Sweety Sen (B.tech: Information Technology) Dronacharya College of Engineering Gurgaon, India Phone no. : 00343
More informationAnalytical hierarchy process for evaluation of general purpose lifters in the date palm service industry
Journal of Agricultural Technology 2011 Vol. 7(4): 923-930 Available online http://www.ijat-aatsea.com ISSN 1686-9141 Analytical hierarchy process for evaluation of general purpose lifters in the date
More informationSUPPLIER SELECTION IN A CLOSED-LOOP SUPPLY CHAIN NETWORK
SUPPLIER SELECTION IN A CLOSED-LOOP SUPPLY CHAIN NETWORK Satish Nukala, Northeastern University, Boston, MA 025, (67)-373-7635, snukala@coe.neu.edu Surendra M. Gupta*, Northeastern University, Boston,
More informationSupplier Selection through Analytical Hierarchy Process: A Case Study In Small Scale Manufacturing Organization
Supplier Selection through Analytical Hierarchy Process: A Case Study In Small Scale Manufacturing Organization Dr. Devendra Singh Verma 1, Ajitabh pateriya 2 1 Department of Mechanical Engineering, Institute
More informationPROJECT SCOPE MANAGEMENT
5 PROJECT SCOPE MANAGEMENT Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully
More informationTHE SELECTION OF BRIDGE MATERIALS UTILIZING THE ANALYTICAL HIERARCHY PROCESS
THE SELECTION OF BRIDGE MATERIALS UTILIZING THE ANALYTICAL HIERARCHY PROCESS Robert L. Smith Assistant Professor/Extension Specialist, Virginia Tech Robert J. Bush Associate Professor, Virginia Tech and
More informationProject Management Software Selection Using Analytic Hierarchy Process Method
International Journal of Applied Science and Technology Vol. 4, No. ; November 04 Project Management Software Selection Using Analytic Hierarchy Process Method Birgul Kutlu Professor Bogazici University
More informationMaintainability Estimation of Component Based Software Development Using Fuzzy AHP
International journal of Emerging Trends in Science and Technology Maintainability Estimation of Component Based Software Development Using Fuzzy AHP Author Sengar Dipti School of Computing Science, Galgotias
More informationCOMBINING THE METHODS OF FORECASTING AND DECISION-MAKING TO OPTIMISE THE FINANCIAL PERFORMANCE OF SMALL ENTERPRISES
COMBINING THE METHODS OF FORECASTING AND DECISION-MAKING TO OPTIMISE THE FINANCIAL PERFORMANCE OF SMALL ENTERPRISES JULIA IGOREVNA LARIONOVA 1 ANNA NIKOLAEVNA TIKHOMIROVA 2 1, 2 The National Nuclear Research
More informationUse Analytic Hierarchy Process For Project Selection
P R OJECT SELECTON Use Analytic Hierarchy Process For Project Selection THE METHOD CAN ASSST STRATEGY FOCUSED ORGANZATONS N PROPERLY MANAGNG BUSNESS PROCESS MPROVEMENT PROGRAMS. By John David Kendrick
More informationDETERMINING CONSUMER S CHOICE AMONG VARIOUS INSURANCE POLICIES: AN ANALYTICAL HIERARCHICAL PROCESS APPROACH
DETERMINING CONSUMER S CHOICE AMONG VARIOUS INSURANCE POLICIES: AN ANALYTICAL HIERARCHICAL PROCESS APPROACH Emmanuel Olateju Oyatoye* Department of Business Administration, University of Lagos, Nigeria.
More informationAPPLICATION OF THE ANALYTIC HIERARCHY PROCESS (AHP) FOR ENERGETIC REHABILITATION OF HISTORICAL BUILDINGS. Elena Gigliarelli
APPLICATION OF THE ANALYTIC HIERARCHY PROCESS (AHP) FOR ENERGETIC REHABILITATION OF HISTORICAL BUILDINGS Elena Gigliarelli Institute for Technologies Applied to Cultural Heritage (ITABC) Built Heritage
More information6 Analytic Hierarchy Process (AHP)
6 Analytic Hierarchy Process (AHP) 6.1 Introduction to Analytic Hierarchy Process The AHP (Analytic Hierarchy Process) was developed by Thomas L. Saaty (1980) and is the well-known and useful method to
More informationPerformance Management for Inter-organization Information Systems Performance: Using the Balanced Scorecard and the Fuzzy Analytic Hierarchy Process
Performance Management for Inter-organization Information Systems Performance: Using the Balanced Scorecard and the Fuzzy Analytic Hierarchy Process Y. H. Liang Department of Information Management, I-SHOU
More informationAppraisal of Trust Degree among Innovation Team Members Based on Analytic Hierarchy Process
1094 Appraisal of Trust Degree among Innovation Team Members Based on Analytic Hierarchy Process Gao Xia Department of Business Administration, ZhengZhou Institute of Aeronautical Industry Management,
More informationA Multi-Criteria Decision-making Model for an IaaS Provider Selection
A Multi-Criteria Decision-making Model for an IaaS Provider Selection Problem 1 Sangwon Lee, 2 Kwang-Kyu Seo 1, First Author Department of Industrial & Management Engineering, Hanyang University ERICA,
More informationERP SELECTION USING EXPERT CHOICE SOFTWARE
ISAHP 2005, Honolulu, Hawaii, July 8-10, 2005 ERP SELECTION USING EXPERT CHOICE SOFTWARE Oyku Alanbay Istanbul Bilgi University Kurtulusderesi Cad No:47 Dolapdere, Istanbul 34440 TURKEY oykua@cs.bilgi.edu.tr
More informationCellular Manufacturing Layout Design and Selection: A Case Study of Electronic Manufacturing Service Plant
Cellular Manufacturing Layout Design and Selection: A Case Study of Electronic Manufacturing Service Plant Nittaya Ngampak and Busaba Phruksaphanrat Abstract In this research, cellular manufacturing layout
More informationCompanies using the balanced scorecard have
VOL.3 NO.3 Spring 2002 Implementing the Balanced Scorecard Using the Analytic Hierarchy Process B Y B. DOUGLAS C LINTON, PH.D., CPA; SALLY A. WEBBER, PH.D., CPA; AND J OHN M. HASSELL, PH.D., CPA THOMAS
More informationAnalytic Hierarchy Process
MODULE 1 Analytic Hierarchy Process LEARNING OBJECTIVES After completing this module, students will be able to: 1. Use the multifactor evaluation process in making decisions that involve a number of factors,
More informationEvaluating Strategic Project and Portfolio Performance
Evaluating Strategic Project and Portfolio Performance Abstract To assess performance at the portfolio level, it is vital to measure the performance of individual projects and consolidate the measurements
More informationERP SYSTEM SELECTION BY AHP METHOD: CASE STUDY FROM TURKEY
ERP SYSTEM SELECTION BY AHP METHOD: CASE STUDY FROM TURKEY Babak Daneshvar Rouyendegh (Babek Erdebilli) Atılım University Department of Industrial Engineering P.O.Box 06836, İncek, Ankara, Turkey E-mail:
More informationLearning Management System Selection with Analytic Hierarchy Process
Learning Management System Selection with Analytic Hierarchy Process Aydın Çetin 1, Ali Hakan Işık 2, İnan Güler 1 1 Gazi University, Faculty Of Technology 2 Gazi University, Institute of Information Sciences
More informationEvaluating Simulation Software Alternatives through ANP
Proceedings of the 2011 International Conference on Industrial Engineering and Operations Management Kuala Lumpur, Malaysia, January 22 24, 2011 Evaluating Simulation Software Alternatives through ANP
More informationA Quality Based Method to Analyze Software Architectures
www.ijcsi.org A Quality Based Method to Analyze Software Architectures Farzaneh Hoseini Jabali, Sayed Mehran Sharafi and Kamran Zamanifar3 Computer Department, Islamic Azad University, Naafabad Branch,
More informationApplying the Analytic Hierarchy Process to Health Decision Making: Deriving Priority Weights
Applying the to Health Decision Making: Deriving Priority Weights Tomás Aragón, MD, DrPH Principal Investigator, Cal PREPARE,. CIDER UC Berkeley School of Public Health Health Officer, City & County of
More informationThe Application of ANP Models in the Web-Based Course Development Quality Evaluation of Landscape Design Course
, pp.291-298 http://dx.doi.org/10.14257/ijmue.2015.10.9.30 The Application of ANP Models in the Web-Based Course Development Quality Evaluation of Landscape Design Course Xiaoyu Chen 1 and Lifang Qiao
More informationINVOLVING STAKEHOLDERS IN THE SELECTION OF A PROJECT AND PORTFOLIO MANAGEMENT TOOL
INVOLVING STAKEHOLDERS IN THE SELECTION OF A PROJECT AND PORTFOLIO MANAGEMENT TOOL Vassilis C. Gerogiannis Department of Project Management, Technological Research Center of Thessaly, Technological Education
More informationCONTRACTOR SELECTION WITH RISK ASSESSMENT BY
CONTRACTOR SELECTION WITH RISK ASSESSMENT BY USING AHP FUZZY METHOD Seyed Ali Tabatabaei Khodadadi 1, B. Dean Kumar 2 ¹Department of Civil Engineering, JNTUH CEH, Hyderabad -500085, India ²Associate Professor
More informationApproaches to Qualitative Evaluation of the Software Quality Attributes: Overview
4th International Conference on Software Methodologies, Tools and Techniques Approaches to Qualitative Evaluation of the Software Quality Attributes: Overview Presented by: Denis Kozlov Department of Computer
More informationQoS EVALUATION OF CLOUD SERVICE ARCHITECTURE BASED ON ANP
QoS EVALUATION OF CLOUD SERVICE ARCHITECTURE BASED ON ANP Mingzhe Wang School of Automation Huazhong University of Science and Technology Wuhan 430074, P.R.China E-mail: mingzhew@gmail.com Yu Liu School
More informationSubcontractor Selection Using Analytic Hierarchy Process
Volume 3 Number 3 2012 pp. 121-143 ISSN: 1309-2448 www.berjournal.com Subcontractor Selection Using Analytic Hierarchy Process Vesile Sinem Arıkan Kargı a Ahmet Öztürk b Abstract: Turkish textile firms
More informationApplication of the Multi Criteria Decision Making Methods for Project Selection
Universal Journal of Management 3(1): 15-20, 2015 DOI: 10.13189/ujm.2015.030103 http://www.hrpub.org Application of the Multi Criteria Decision Making Methods for Project Selection Prapawan Pangsri Faculty
More informationOPERATIONAL RISK EFFECT ON INSURANCE MARKET S ACTIVITY Darja Stepchenko, Irina Voronova, Gaida Pettere Riga Technical University, Latvia
OPERATIONAL RISK EFFECT ON INSURANCE MARKET S ACTIVITY Darja Stepchenko, Irina Voronova, Gaida Pettere Riga Technical University, Latvia Abstract. The main aim of Solvency II framework is to establish
More informationHow Large Are Software Cost Overruns? A Review of the 1994 CHAOS Report
How Large Are Software Cost Overruns? A Review of the 1994 CHAOS Report Magne Jørgensen 1 and Kjetil Moløkken Simula Research Laboratory Abstract: The Standish Group reported in 1994 that the average cost
More informationCOMBINING MODIFIED DIAMOND MODEL AND SYSTEM IMPLEMENTATION STAGE TO EXPLORE THE ERP AND MES SYSTEM INTEGRATION CRITICAL FACTORS
COMBINING MODIFIED DIAMOND MODEL AND SYSTEM IMPLEMENTATION STAGE TO EXPLORE THE ERP AND MES SYSTEM INTEGRATION CRITICAL FACTORS Wei-Chih Hsu 1, Chao-Fang Su 2, Wang Huai i 3 1 Dept. Computer and Communication
More informationSCE Tools - Are They Good For Software Development
The Usage of Estimating Tools for Software Project Development - A Survey Study Ho Leung Tsoi Australian Software Metrics Association (ASMA), Software Quality Institute, Griffith University tsoihl@hknet.com
More informationRichard Cull 0733636 A BEST PRACTICE METHODOLOGY FOR COMPLIANCE-DRIVEN BPM PROJECTS
Richard Cull 0733636 A BEST PRACTICE METHODOLOGY FOR COMPLIANCE-DRIVEN BPM PROJECTS Since the introduction of the Sarbanes-Oxley Act (SOX) of 2002 there has been much greater pressure on businesses to
More informationASSESSMENT OF FACTORS AFFECTING EMPOWERMENT OF HUMAN RESOURCES USING ANALYTICAL HIERARCHY PROCESS
ASSESSMENT OF FACTORS AFFECTING EMPOWERMENT OF HUMAN RESOURCES USING ANALYTICAL HIERARCHY PROCESS * Hamid Reza Moosavi and Maryam Moradi 1 1 College of Human Science, Islamic Azad University Neyshabur
More informationFinally, Article 4, Creating the Project Plan describes how to use your insight into project cost and schedule to create a complete project plan.
Project Cost Adjustments This article describes how to make adjustments to a cost estimate for environmental factors, schedule strategies and software reuse. Author: William Roetzheim Co-Founder, Cost
More informationAircraft Selection Using Analytic Network Process: A Case for Turkish Airlines
Proceedings of the World Congress on Engineering 211 Vol II WCE 211, July 6-8, 211, London, U.K. Aircraft Selection Using Analytic Network Process: A Case for Turkish Airlines Yavuz Ozdemir, Huseyin Basligil,
More informationERP SYSTEM SELECTION MODEL FOR LOW COST NGN PHONE COMPANY
International Journal of Electronic Business Management, Vol. 6, No. 3, pp. 153-160 (2008) 153 ERP SYSTEM SELECTION MODEL FOR LOW COST NGN PHONE COMPANY Joko Siswanto 1* and Anggoro Prasetyo Utomo 2 1
More information2008 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved - Volume 2, Number 2 (ISSN 1995-6665) Goal
JJMIE Jordan Journal of Mechanical and Industrial Engineering Volume 2, Number 2, Jun. 2008 ISSN 1995-6665 Pages 77-84 Evaluating and Benchmarking Non-Governmental Training Programs: An Analytic Hierarchy
More informationAPPLICATION OF ANALYTIC HIERARCHY PROCESS METHOD IN THE EVALUATION OF MANAGERS OF INDUSTRIAL ENTERPRISES IN SLOVAKIA
Trendy v podnikání, 5(3) 28-35 The Author(s) 2015 ISSN 1805-0603 Publisher: UWB in Pilsen http://www.fek.zcu.cz/tvp/ APPLICATION OF ANALYTIC HIERARCHY PROCESS METHOD IN THE EVALUATION OF MANAGERS OF INDUSTRIAL
More informationADOPTION OF OPEN SOURCE AND CONVENTIONAL ERP SOLUTIONS FOR SMALL AND MEDIUM ENTERPRISES IN MANUFACTURING. Mehran G. Nezami Wai M. Cheung Safwat Mansi
Proceedings of the 10 th International Conference on Manufacturing Research ICMR 2012 ADOPTION OF OPEN SOURCE AND CONVENTIONAL ERP SOLUTIONS FOR SMALL AND MEDIUM ENTERPRISES IN MANUFACTURING Mehran G.
More informationAHP Based Comparison of open-source BPM Systems
AHP Based Comparison of open-source BPM Systems Dragan Mišić *, Milena Mišić **, MilanTrifunović *, Tanja Arh, Pipan Matić *** * Faculty of Mechanical Engineering, Niš, Serbia ** Student at the Faculty
More informationEvaluation of Intrusion Detection System Security by Using a Hierarchy of Determinant Attributes
Association for Information Systems AIS Electronic Library (AISeL) ACIS 2004 Proceedings Australasian (ACIS) 12-31-2004 Evaluation of Intrusion Detection System Security by Using a Hierarchy of Determinant
More informationReport on SELECTING THE BEST PROJECT DELIVERY METHOD USING THE ANALYTICAL HIERARCHY PROCESS (AHP)
Report on SELECTING THE BEST PROJECT DELIVERY METHOD USING THE ANALYTICAL HIERARCHY PROCESS (AHP) Prepared for Dr. Soliman Almohawis CEM 520 Construction Contracting & Administration By Abdullah S. Alzouri
More informationA Fuzzy AHP based Multi-criteria Decision-making Model to Select a Cloud Service
Vol.8, No.3 (2014), pp.175-180 http://dx.doi.org/10.14257/ijsh.2014.8.3.16 A Fuzzy AHP based Multi-criteria Decision-making Model to Select a Cloud Service Hong-Kyu Kwon 1 and Kwang-Kyu Seo 2* 1 Department
More informationUnderstanding Financial Management: A Practical Guide Guideline Answers to the Concept Check Questions
Understanding Financial Management: A Practical Guide Guideline Answers to the Concept Check Questions Chapter 8 Capital Budgeting Concept Check 8.1 1. What is the difference between independent and mutually
More informationMeasurement Information Model
mcgarry02.qxd 9/7/01 1:27 PM Page 13 2 Information Model This chapter describes one of the fundamental measurement concepts of Practical Software, the Information Model. The Information Model provides
More informationA Decision-Making Framework for IT Outsourcing using the Analytic Hierarchy Process
A Decision-Making Framework for IT Outsourcing using the Analytic Hierarchy Process Vivek Pandey and Veena Bansal October 14, 2003 Abstract Information Technology Outsourcing (ITO) has generated considerable
More informationComparison between Vertical Handoff Decision Algorithms for Heterogeneous Wireless Networks
Comparison between Vertical Handoff Decision Algorithms for Heterogeneous Wireless Networks Enrique Stevens-Navarro and Vincent W.S. Wong Department of Electrical and Computer Engineering The University
More informationEarly FP Estimation and the Analytic Hierarchy Process
Early FP Estimation and the Analytic Hierarchy Process Luca Santillo (luca.santillo@gmail.com) Abstract Several methods exist in order to estimate the size of a software project, in a phase when detailed
More informationAHP approach for supplier evaluation and selection in a steel manufacturing company
AHP approach for supplier evaluation and selection in a steel manufacturing company Farzad Tahriri; M. Rasid Osman; Aidy Ali; Rosnah Mohd Yusuff; Alireza Esfandiary University Putra Malaysia (MALASYA)
More informationENHANCEMENT OF FINANCIAL RISK MANAGEMENT WITH THE AID OF ANALYTIC HIERARCHY PROCESS
ISAHP 2005, Honolulu, Hawaii, July 8-10, 2003 ENHANCEMENT OF FINANCIAL RISK MANAGEMENT WITH THE AID OF ANALYTIC HIERARCHY PROCESS Jerzy Michnik a,b, 1, Mei-Chen Lo c a Kainan University, No.1, Kainan Rd.,
More informationANALYTIC HIERARCHY PROCESS AS A RANKING TOOL FOR DECISION MAKING UNITS
ISAHP Article: Jablonsy/Analytic Hierarchy as a Raning Tool for Decision Maing Units. 204, Washington D.C., U.S.A. ANALYTIC HIERARCHY PROCESS AS A RANKING TOOL FOR DECISION MAKING UNITS Josef Jablonsy
More informationThe use of Trade-offs in the development of Web Applications
The use of Trade-offs in the development of Web Applications Sven Ziemer and Tor Stålhane Department of Computer and Information Science Norwegian University of Technology and Science {svenz, stalhane}@idi.ntnu.no
More informationJournal of Chemical and Pharmaceutical Research, 2014, 6(3):34-39. Research Article. Analysis of results of CET 4 & CET 6 Based on AHP
Available online www.jocpr.com Journal of Chemical and Pharmaceutical Research, 2014, 6(3):34-39 Research Article ISSN : 0975-7384 CODEN(USA) : JCPRC5 Analysis of results of CET 4 & CET 6 Based on AHP
More informationSummary of GAO Cost Estimate Development Best Practices and GAO Cost Estimate Audit Criteria
Characteristic Best Practice Estimate Package Component / GAO Audit Criteria Comprehensive Step 2: Develop the estimating plan Documented in BOE or Separate Appendix to BOE. An analytic approach to cost
More informationIntroduction to Software Engineering. 9. Project Management
Introduction to Software Engineering 9. Project Management Roadmap > Risk management > Scoping and estimation > Planning and scheduling > Dealing with delays > Staffing, directing, teamwork 2 Literature
More informationAdopting an Analytic Hierarchy Process to Select Internet Advertising Networks
Adopting an Analytic Hierarchy Process to Select Internet Advertising Networks Chin-Tasi Lin 1), Pi-Fang Hsu 2) 1) Yuanpei Institute of Science and Technology, Department of Information Management, Taiwan
More information