The development of an integrated model for the implementation of a product data management system at Delta Motor Corporation

Information technology in mature organisations is viewed as an enabler of teams working together in the product development process. Technology is no longer pursued as an end in itself, but for its contribution to cost control, product quality, and most importantly, time to profit. The focus of this research is the analysis of methodologies used to implement the Teamcenter Engineering Product Data Management (PDM) system at Delta Motor Corporation, which manages all of Delta’s CAD data. The main problem of this research is as follows: How can Delta Motor Corporation successfully implement the “Teamcentre Engineering” Product Data Management System? The main problem will be broken down into three distinct parts, namely the developing of a best practice process, analysing Delta’s implementation and making recommendations for improvement. The literature survey provides the basis for developing a best-practice process, which serves as a benchmark against which to evaluate the methodology used by Delta. Interviews were conducted with selected personnel who were involved in the implementation, and Tesch’s model for content analysis used to analyse the responses. The implementation process of Teamcenter Engineering at Delta was conducted in three phases and only the first was completed at the time of writing this research paper. For this reason, analysis revolves around the first phase of implementation, which was limited to the drawing office, while recommendations are made for the implementation of phase two and three, which roll-out this system to the rest of Delta and it’s supplier base

The Critical Success Factors of Quality Assurance and Measurement Practice in the Software Industry

In this thesis I analyse how QA and measurement programmes are implemented in the software industry. My thesis is that, contrary to popular belief, how companies implement QA and measurement is as important to the ultimate success of a programme as what QA and measurement tools and techniques are implemented. I have combined input from over 300 software developers and managers in 26 different companies, with the analysis of all the relevant publicly available information on companies’ experiences to produce a definitive study into implementing QA and measurement in the software industry. In this study I: • identify those QA and measurement practices considered to be state-of-the-art; • quantify the penetration of state-of-the-art practices; • report on the state-of-the-practice; • assess the effectiveness of the state-of-the-practice; • present guidelines for improved practice. I tested a variety of hypotheses about implementing QA and measurement programmes. My key findings about these hypotheses include: • Some companies have a large gap between what is officially said to be implemented and what is actually implemented. • Practitioners had a significant impact on the success of programmes. Furthermore, I confirmed my hypotheses about managers and developers having different attitudes to QA and measurement. However, I was unable to find convincing evidence to confirm that the demographics of practitioners affected their attitudes. • Many of my hypotheses about the implementation process were confirmed. In particular I found that doing background research was related to success, but that very few companies did research. However, I was unable to find convincing evidence to confirm the importance of feedback to practitioners. Overall my study reveals that the quality of the implementation process across the software industry is, in practice, very poor. Indeed, I show that the gap between state-of-the-art and state-of-the practice is large. I conclude that until the software industry puts as much effort into developing strategies for implementing QA and measurement as it does into developing tools and techniques, then effective and optimised programmes will remain rare

Handbook for NGO Success with a Focus on Animal Advocacy

This handbook has been divided into four parts: Animal Protection Issues, Ways of Tackling an Issue, Running an Animal Protection Society and Essential Skills. Part 1 looks at the welfare issues affecting companion animals, farm animals, wildlife, working animals, animals in entertainment and experimental animals, and offers practical strategies to tackle these issues. Part 2 of the handbook considers the various ways of raising the status and improving the treatment of animals. The two main routes, legislation and education, are examined first, followed by practical advice on how to campaign, lobby and use the media to your benefit. Part 3 discusses the main components of running an animal protection society. It outlines the key considerations for establishing a society, as well as how to develop a strategy, manage projects and fundraise. Finally, the importance of support services, libraries and publications is examined. Part 4 gives an overview of many of the professional and personal skills required to run an effective animal protection society: leadership, team building, time management, holding effective meetings, giving presentations, stress management, dealing with compassion fatigue, continuous learning and maintaining motivation.https://www.wellbeingintlstudiesrepository.org/ebooks/1029/thumbnail.jp