Center-states Policy Coordination in the Ethiopian Federalism: Institutional Perspective
Issue:
Volume 4, Issue 1, March 2020
Pages:
1-8
Received:
9 July 2019
Accepted:
16 December 2019
Published:
7 February 2020
Abstract: Ethiopia as a modern multicultural and multilingual state emerged in the second half of 19 century following the military expansion of Emperor Menelik II. Paradoxically, since then for about more than a century political and legal protection had not given to the inherent multicultural and multilingual realities of the nation. However, 1991 was remarkable in the sense that the new government led by Ethiopian People Revolutionary Front (EPRDF) adopted Ethnic Federalism with the view to constitutionally recognize and institutionally accommodate the issue of nationalities in the history of Ethiopia. Although the constitution established two levels of governments and conferred them with different sets of responsibilities they are interdependent in a wide range of important political, economic and social matters. Indeed, the interdependence of the federal state and the regional states necessitates their cooperation and hence effective form of policy coordination through sound intergovernmental relations (IGR) is crucial for the smooth and efficient application of their responsibilities. The presumption in such institutional arrangement is that the federal and constituent units are represented in intergovernmental relations institutions so that decisions/ policies passed takes in to account the interest of both orders of government, states and federal. This article has attempted to examine the practice and theories of Inter-Governmental Relation (IGR) in the Ethiopian Federalism from policy coordination perspectives using secondary sources/document analysis and found out that, theoretically, the 1995 constitution is neither clear on the system of vertical intergovernmental relations (IGR) and, practically, nor in establishing guiding principles/institution in charge with such authority. Hence, the status of intergovernmental relation and policy coordination in Ethiopia not only dominated by the federal government but also largely carried out by informal channels.
Abstract: Ethiopia as a modern multicultural and multilingual state emerged in the second half of 19 century following the military expansion of Emperor Menelik II. Paradoxically, since then for about more than a century political and legal protection had not given to the inherent multicultural and multilingual realities of the nation. However, 1991 was rema...
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Project Customer Requirements Management Using Fuzzy Numbers
Issue:
Volume 4, Issue 1, March 2020
Pages:
9-15
Received:
1 February 2020
Accepted:
20 February 2020
Published:
10 March 2020
Abstract: Project Management (PM) takes into account a large number of parameters of different nature. Their diversity and mutual dependencies are one of the main hindrances to successful management of projects. Certain parameters such as time, cost, risk are measurable, nevertheless they should be estimated before the project realization. These estimations are to an extent always vulnerable to uncertainty, owing to a multitude of unstable factors. Therefore, despite the measurability of such quantities, the problem of uncertainty remains, affecting negatively the project management process. In case of parameters that are immeasurable, the situation is much more complicated. As examples, let us take elements (phenomena, states) of mental, psychological character like Project Manager’s and project team qualities, stakeholders satisfaction, or customer ability to formulate his requirements. The fuzzy approach is commonly recognized as an apparatus to pattern uncertainty in a large family of research and practical applications. Since several years one can observe this trend in PM research. There is a number of papers on project time, cost, and risk management, employing fuzzy numbers as a tool of uncertainty modelling of these project parameters management. On the contrary, one can seldom encounter conceptual or applied research for immeasurable PM parameters. The objective of this paper is to offer a contribution to partially fill this gap. It will be achieved in the form of Project Customer Requirements Management Model, using fuzzy numbers.
Abstract: Project Management (PM) takes into account a large number of parameters of different nature. Their diversity and mutual dependencies are one of the main hindrances to successful management of projects. Certain parameters such as time, cost, risk are measurable, nevertheless they should be estimated before the project realization. These estimations ...
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