E6. Project Management and Monitoring and Evaluation

Chapter E opens a relationship between two critical dimensions. Between internal project processes (milestones and packages) of projects, and a methodology of grading (monitoring and evaluations) that is reliable and straightforward for control (audit) activities performances.

Both dimensions are performed by Humans and Machine Learning (ML) technologies. Human and ML grading operations have a firm place at the time (As-Is) and in the coming time (To-Be). Their unification is a question of a short time. Figure C9f.3a compares two grading models, the first existing for the diamond's business and the second for the proposed SPC Concept.

It is a comparison of the existing diamond grading (evaluation) system with the need for the grading (evaluation) system of the SPC Concept. Even though the indicators (their characteristics, construction, and positions) are different, this comparison remains a challenge for new thinking about the role of "machines" in monitoring and evaluating projects in their preparation and implementation stages. It is discussed in more detail explained in Chapter C9. Example: The role of the tactic in a shift in the project and organizational technologies in global development.

Figure Ex.9 is from another barrel. It inspires Open Modular Unit (OMU) apps for the critical start-up of the SPC Utility and SPC Drivers implementation on a territory of a low-income province. On one side, it is a pragmatic solution to actual problems (e.g., an accommodation of refugees), but the OMU has another potential. It enters a competition of the future face of building construction, staying out of the standard city's concepts and peri-urban areas (e.g., mainly slums and their transformation from temporary into more perspective dwellings).

The SPC Concept author gained a profound experience of how it is impossible to start work on any detail of an idea sooner than its surroundings and stakeholders are involved in it. The ideal framework of such an environment, its limits, and risks must find the path to forming the Consensus of all stakeholders. Simply, it is typical step-by-step research but in broad dimensions.

Figure Ex.9 opens the question of how to penetrate the inertia of thinking of the potential Final Beneficiaries (FB) and how to build interest on the Target Group (TG) side. How to develop and maintain a protected rampart of an idea in the environment of permanent confrontation if the idea is good or not, if it brings added value. In summary, it is a real art that needs the knowledge and experience of team members who resist such burdens in an aggressive environment long enough.

On the other side, the SPC Concept is not a thing on the market (e.g., a share, a house, a car, or a piece of furniture); it is a concept with the potential to react to changes in the market. It concerns social, economic, and safety conditions at the As-Is stage of its current and media-attractive environment. It can be discussed longly on these general (policy) levels. However, such a discussion makes no sense for the project's needs. It takes time, the human capacity and builds barriers to experts' personalities and team creativity on the level of the project preparation and implementation processes. Therefore, the investment preparation stages are essential. After the decision, when the project package on Consensus exists, and Prospectus is on the table (see Figure Dx.1).

Figure Ex.8 is about the procurement processes. It is an attempt (an idea for a further presentation) to describe the environment (As-Is) for the coming changes in the background (To-Be) as crucial interface tasks between projects and organizations. It is a detail compared to the goals of GDT and GHA on one side but is the most fantastic momentum for the success of Block Chain and Smart Contract technologies in the open market world.

It is about a complex (maybe complete) digitalization of Procurement services. Chapter C (e.g., Figures C4f, C5c, C10c, and C10f) advocates the potential of offers of a Big Data environment with a vast potential for reserves in the Procurement services (operations) worldwide.

It is not a biological nor economic environment; it is the business environment with selection criteria built on competitiveness in a specific data pool defined by the SPC Drivers' scope and the SPC utility operation framework. It is nothing less than a present effort to eliminate drivers from cars (vehicles) and entrust some segment of Human mobility to machines (substitute Human intelligence with Artificial Intelligence in daily operations). But there is a difference. Procurement is close to natural selection, and the automobile industry's effort prefers implementing new digital technologies into automatization processes.

In any case, both directions are inspiring. Impulses for a complex Procurement digitalization lie in the still repeating processes (sourcing, purchasing, and payments) between structures of two objects (a project and an organization) in an environment of the business with a high potential to be unified (compared with similar ambitions of the Unified Economy idea). Motivation to start work on the human-machine principles has a solution and live patterns in biological systems. In biology, it is the ability to reproduce, and in the case of Procurement, it means the ability to do business; both are crucial for surviving (sustainability) of the Human in the Great Triad (GT).