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JOURNAL OF INTERDISCIPLINARY RESEARCH
solution of all
conservation prob-
lems)
Implementatio
n phase
(execution)
Project
implementation
along with its
author’s
supervision
Disassembling of
an object
Protecting and
strengthening the
construction
system of a translo-
cated historic
monument
Preparing
components for
transport and
reassembling
(protection, con-
servation,
strengthening and
reconstruction of
the construction
fragments
damaged during
an object
disassembly)
Reassembling and
preparing
equipment and
mechanisms neces-
sary to transport an
object
Transport
Execution of the
translocation
operation
Object
reassembling in its
destination
Object foundation
in its destination
Operation
and/or
completion
phase of a
project
Development of
post-completion
documentation
Development of
the project post-
implementation
documentation
Development of
the project post-
implementation
documentation
Using an object in
its new location
(previous or new
function)
Using an object in
its new location
(previous or new
function)
Source: author’s compilation. The terminology of conservation
stages according to the approach suggested by J. Taichman
[1995, p. 150].
The information presented in table 2 illustrate that, in general
terms, the conservation phases of a historic monument are the
same as the standard ones typical for an economic project
management. However, while in case of strictly economic
projects each phase is approached as equally important from the
perspective of the entire project management process, in case of
the conservation type of projects the preparatory phase is
primarily emphasized. In its course numerous specialist
documents are being developed, e.g.: the analysis of a historic
monument, construction-conservation inventory, historical
studies (archeological, decor, architectural ones, etc.), valuation
of an object, to be followed by very precise conservation ori-
ented guidelines, which have impact on a technical design and
the execution of construction-conservation works referring to the
historic monument. As J. Tajchman emphasizes “considering the
specific nature of all such operations, depending on the general
concept, type of a historic monument and its preservation
condition, as well as respecting its authentic substance,
differentiates a conservation oriented project from a typical
construction one, referring to reconstruction or major renovation
of a building” [Tajchman, 1995, p. 156].
Based on the above presented background, we can indicate that,
a translocation project, similarly to any other one, requires an
adequate management process to be carried out, i.e.: sufficient
material, human, information resources in the preparatory phase
(planning and organizing of a translocation project), performing
specialized operations in its implementation phase (executing
physical translocation) and proper project completion. Having
taken such perspective, the focus of a project team is
concentrated on the effectiveness and efficiency of the activities
planned for execution within the framework of the carried out
project.
It should, however, be emphasized that a translocation project of
a historic monument is also characterized by a strictly economic
dimension. Such project can generate multi-faceted effects, i.e.:
economic, social, cultural, aesthetic, etc., before, during and after
its implementation. From such perspective it seems significant to
determine both financial and socio-economic efficiency of a
project, i.e. attempt answering the following question: To what
extent (if at all), the effects of translocation can compensate for
the usually high costs of translocation.
For these reasons it is crucial to conduct appropriate
identification and analysis of strategic activities within the
framework of particular phases in a translocation project. In the
opinion of the author of the presented study, logistics activities
plays an important role among them. Therefore, the next part of
the article presents an attempt of their identification and general
characteristics.
3 Strategic decisions in translocation projects with particular
focus on logistics activities
Despite the fact that a translocation project itself is not a strictly
business (profitable) one, still the plan structure of its
implementation covers numerous activities of such strategic
nature. These can include:
set a goal of the project,
determine organizational structure of the project,
determine the project manager and the project team,
specify the schedule and milestones,
establish the project budget ,
determine the control and monitoring methods.
identify the main risks of the project.
Above decisions can have a significant impact on the efficiency,
effectiveness and efficacy of the entire translocation project.
This indicates, that the actions implemented as part of the project
may include several processes and activities relating to many
areas of broadly understood management. Among them, can be
identified e.g.:
time management,
human resource management
risk management,
process management
finance management,
logistics management.
In case of translocation projects one of the most important areas
is the appropriate management of logistic activities. The Council
of Supply Chain Management Professionals (CSCMP) define
logistics as the process involving planning, implementation and
monitoring of an effective and efficient transfer and storage of
goods (loads), services and the associated information from the
place of origin to the point of their consumption in order to meet
client’s expectations [Vitasek, 2013, p.117]. While adopting the
particular components of this definition for the purposes of
translocation projects it should be emphasized that a specific
type of item (load) can be involved, i.e. a transported historic
monument. It is mainly accompanied by the transfer of
specialist, technical and technological information. The existing
location of an object is its place of origin, whereas the
consumption (usage) site is the new destination of its foundation.
Transfer streams remain the elements connecting overall
phenomena and processes related to translocation, while the
logistics operations, in the author’s opinion, are of great
significance in this area.
The subject literature on logistics lists numerous logistics
operations supporting the decision-making process. H.Ch. Pfohl
[2010, pp. 8-10] discusses general business logistics to be per-
formed in connection with the implementation of logistics
processes: storage, transport, reloading, development and
transfer of orders and packing and marking. He also attracts
attention to the fact that the first three items represent major
processes in the flow of goods. The others are of supplementary
nature.
Similar logistics activities presents E. Kulińska [2010,
p.76] who distinguishes e.g.: storage, transport, accepting goods,
shipment of goods, waste management, development of
customer orders. inventory control, demand forecasting,
production planning, purchase. As it has already been
mentioned, translocation is not a mass type of activity, hence the
particular logistics operations can occur, within the framework
of a particular translocation project, with diverse intensity. Some
of them, e.g.: demand forecasting or production planning, in case
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