A new heuristic solution method in resource-constrained project scheduling

A new heuristic method is presented for the resolution of multiresource constrained conflicts in project scheduling. In attempting to find a minimal makespan solution, the algorithm employs a simple procedure to generate a feasible solution with no backtracking. A postanalysis phase then applies a hill-climbing search. The solution method is different from existing heuristic methods in that it repairs resource conflicts rather than constructs detailed schedules by dispatching activities. Resource-violating sets of activities are identified which must be prevented from concurrent execution because this would violate resource constraints. Repairs are made by imposing an arc to sequence two activities in such a resource violating set. Computational results are compared with those of existing heuristics for the minimal makespan problem.     

Facility location models for immobile servers with stochastic demand

This paper presents several models for the location of facilities subject to congestion. Motivated by applications to locating servers in communication networks and automatic teller machines in bank systems, these models are developed for situations in which immobile service facilities are congested by stochastic demand originating from nearby customer locations. We consider this problem from three different perspectives, that of (i) the service provider (wishing to limit costs of setup and operating servers), (ii) the customers (wishing to limit costs of accessing and waiting for service), and (iii) both the service provider and the customers combined. In all cases, a minimum level of service quality is ensured by imposing an upper bound on the server utilization rate at a service facility. The latter two perspectives also incorporate queueing delay costs as part of the objective. Some cases are amenable to an optimal solution. For those cases that are more challenging, we either propose heuristic procedures to find good solutions or establish equivalence to other well‐studied facility location problems. © 2003 Wiley Periodicals, Inc. Naval Research Logistics, 2004.     

Problematising the Role of Private Security Companies in Small Wars

This article sets out to investigate the impact of Private Security Companies (PSCs)1 1. The term PSC is used generically in this article. on civil wars. In doing so, it has taken an historical line, outlining the way the industry has developed from when it first emerged on the international stage in the late 1960s, to the present. Importantly, the article is able to identify three broad strands of involvement in civil wars that include substituting for state military forces, propping up weak governments, and supplementing state militaries. Moreover, in each of these situations, the involvement of PSCs raises both moral and legal questions, as well as challenges for government. This is especially so in light of their activities in Iraq and Afghanistan and the likelihood that governments will increasingly turn to them for niche capabilities.     

Country survey XVI the defence sector in the economy of a declining superpower: Soviet Union and Russia, 1965-2001

The Soviet Union was able to develop a large military-industrial complex and become the world's second superpower despite deficiencies in its centrally planned economy because defence was given high priority status and special planning, rationing and administrative mechanisms were used to attain national security objectives. However, in the period 1976-85 the effectiveness of priority protection diminished and defence institutions experienced more of the problems typical of the shortage economic system. The heavy defence burden also created growing difficulties for the civilian economy. The attempts by the Gorbachev government to reform the defence sector and improve defence-economic relationships during perestroika (1985-91) uniformly failed. For most of the transition period, the Russian military-industrial complex has been adversely affected by its low priority status, cuts in defence spending, instability of the hybrid politico-economic system, and negative growth of the economy. The armed forces and defence industry have been reduced in size and their outputs of military services and equipment have fallen to low levels. Nevertheless, the Russian armed forces still have over one million troops, significant stocks of sophisticated conventional weapons, and a large nuclear arsenal. The government of President Putin has raised the priority of the defence sector, increased real defence spending, and adopted ambitious plans to revive Russian military power. It is likely, though, that tight resource constraints will hamper efforts to reform the armed forces and to upgrade weapons. By 2010 Russia will be an important, but not dominant, military power in Eurasia.