Towards an understanding of the impact of resources on the design process

Considerable effort has been devoted within the design research community to understanding the structure of design processes and their development for different design problems. Whilst much work has examined the impact of design goals upon the structure of a design process, less attention has been paid to the role that design resources can play. This paper describes an experiment directed towards gaining an understanding of the impact that both active resources (which perform design tasks) and passive resources (which are used by active resources) can have upon design process structure. Main outcomes from the experiment were the conclusive identification that resources can significantly impact design process structure and a number of examples of how these impacts manifest themselves. The main conclusion of the paper is that given the sizeable impact resources can have upon process structure, there is a considerable need to obtain a greater understanding of these impacts to facilitate the development of techniques that can support design process definition based upon an understanding of the design resources being used to solve a design problem

The impact of resources on decision making

Decision making is a significant activity within industry and although much attention has been paid to the manner in which goals impact on how decision making is executed, there has been less focus on the impact decision making resources can have. This article describes an experiment that sought to provide greater insight into the impact that resources can have on how decision making is executed. Investigated variables included the experience levels of decision makers and the quality and availability of information resources. The experiment provided insights into the variety of impacts that resources can have upon decision making, manifested through the evolution of the approaches, methods, and processes used within it. The findings illustrated that there could be an impact on the decision-making process but not on the method or approach, the method and process but not the approach, or the approach, method, and process. In addition, resources were observed to have multiple impacts, which can emerge in different timescales. Given these findings, research is suggested into the development of resource-impact models that would describe the relationships existing between the decision-making activity and resources, together with the development of techniques for reasoning using these models. This would enhance the development of systems that could offer improved levels of decision support through managing the impact of resources on decision making

An integrated agent-oriented approach to real-time operational design coordination

Within the engineering design community there is support for further research into the development of improved approaches to design management. Such research has lead to coordination being identified as an important and pervasive characteristic of many existing approaches (e.g., concurrent engineering and work-flow management). In this article, operational design coordination is proposed as the basis for an improved approach. This article also presents a novel integrated approach that incorporates the key elements of operational design coordination: coherence, communication, task management, resource management, schedule management, and real-time support. Through unifying these key elements, this approach provides an integrated means of managing design in a controlled and harmonious fashion. The approach also provides knowledge of the constituent techniques involved in operational design coordination, the interrelationships and dynamic interactions between them, and the knowledge used and maintained within and between them. The approach has been realized within an agent-oriented system called the Design Coordination System, which provides a systematic means of simultaneously coordinating operational management tasks and technical design tasks. To evaluate the approach, the system has been applied to an industrial case study involving the computational process of turbine blade design. This application has been shown to enable the structured undertaking of interrelated tasks by allocating and using resources of varying performance efficiency in an optimized fashion in accordance with dynamically derived schedules in a coherent, appropriate, and timely manner. This is achieved by managing tasks, their dependencies, and the information required to undertake them. In addition, the approach enables and sustains the continuous optimized use of resources by monitoring, forecasting, and disseminating resource performance efficiency. The approach facilitates dynamic scheduling and the subsequent enactment of the resulting schedules. Decision making for rescheduling is also incorporated within the approach such that it is only performed as and when appropriate. If rescheduling is performed, it is done so in parallel with task enactment such that resources continue to be utilized in an optimized manner