Improving project management planning and control in service operations environment.

Projects have evidently become the core activity in most companies and organisations where they are investing significant amount of resources in different types of projects as building new services, process improvement, etc. This research has focused on service sector in attempt to improve project management planning and control activities. The research is concerned with improving the planning and control of software development projects. Existing software development models are analysed and their best practices identified and these have been used to build the proposed model in this research. The research extended the existing planning and control approaches by considering uncertainty in customer requirements, resource flexibility and risks level variability. In considering these issues, the research has adopted lean principles for planning and control software development projects. A novel approach introduced within this research through the integration of simulation modelling techniques with Taguchi analysis to investigate ‗what if‘ project scenarios. Such scenarios reflect the different combinations of the factors affecting project completion time and deliverables. In addition, the research has adopted the concept of Quality Function Deployment (QFD) to develop an automated Operations Project Management Deployment (OPMD) model. The model acts as an iterative manner uses ‗what if‘ scenario performance outputs to identify constraints that may affect the completion of a certain task or phase. Any changes made during the project phases will then automatically update the performance metrics for each software development phases. In addition, optimisation routines have been developed that can be used to provide management response and to react to the different levels of uncertainty. Therefore, this research has looked at providing a comprehensive and visual overview of important project tasks i.e. progress, scheduled work, different resources, deliverables and completion that will make it easier for project members to communicate with each other to reach consensus on goals, status and required changes. Risk is important aspect that has been included in the model as well to avoid failure. The research emphasised on customer involvement, top management involvement as well as team members to be among the operational factors that escalate variability levels 3 and effect project completion time and deliverables. Therefore, commitment from everyone can improve chances of success. Although the role of different project management techniques to implement projects successfully has been widely established in areas such as the planning and control of time, cost and quality; still, the distinction between the project and project management is less than precise and a little was done in investigating different levels of uncertainty and risk levels that may occur during different project phase.United Arab Emirates Governmen

Program Management for Large Scale Engineering Programs

The goal of this whitepaper is to summarize the LAI research that applies to program management. The context of most of the research discussed in this whitepaper are large-scale engineering programs, particularly in the aerospace & defense sector. The main objective is to make a large number of LAI publications – around 120 – accessible to industry practitioners by grouping them along major program management activities. Our goal is to provide starting points for program managers, program management staff and system engineers to explore the knowledge accumulated by LAI and discover new thoughts and practical guidance for their everyday challenges. The whitepaper begins by introducing the challenges of programs in section 4, proceeds to define program management in section 5 and then gives an overview of existing program management frameworks in section 6. In section 7, we introduce a new program management framework that is tailored towards describing the early program management phases – up to the start of production. This framework is used in section 8 to summarize the relevant LAI research

LAI Whitepaper Series: “Lean Product Development for Practitioners”: Program Management for Large Scale Engineering Programs

The whitepaper begins by introducing the challenges of programs in section 4, proceeds to define program management in section 5 and then gives an overview of existing program management frameworks in section 6. In section 7, we introduce a new program management framework that is tailored towards describing the early program management phases – up to the start of production. This framework is used in section 8 to summarize the relevant LAI research

Management: A continuing literature survey with indexes

This bibliography lists 782 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1977. The citations, and abstracts when available, are reproduced exactly as they appeared originally in IAA and STAR, including the original accession numbers from the respective announcement journals. Topics cover the management of research and development contracts, production, logistics, personnel, safety, reliability and quality control citations. Includes references on: program, project and systems management; management policy, philosophy, tools, and techniques; decisionmaking processes for managers; technology assessment; management of urban problems; and information for managers on Federal resources, expenditures, financing, and budgeting

Expanded Guidance for NASA Systems Engineering. Volume 2: Crosscutting Topics, Special Topics, and Appendices

Historically, most successful NASA projects have depended on effectively blending project management, systems engineering, and technical expertise among NASA, contractors, and third parties. Underlying these successes are a variety of agreements (e.g., contract, memorandum of understanding, grant, cooperative agreement) between NASA organizations or between NASA and other Government agencies, Government organizations, companies, universities, research laboratories, and so on. To simplify the discussions, the term "contract" is used to encompass these agreements. This section focuses on the NASA systems engineering activities pertinent to awarding a contract, managing contract performance, and completing a contract. In particular, NASA systems engineering interfaces to the procurement process are covered, since the NASA engineering technical team plays a key role in the development and evaluation of contract documentation. Contractors and third parties perform activities that supplement (or substitute for) the NASA project technical team accomplishment of the NASA common systems engineering technical process activities and requirements outlined in this guide. Since contractors might be involved in any part of the systems engineering life cycle, the NASA project technical team needs to know how to prepare for, allocate or perform, and implement surveillance of technical activities that are allocated to contractors

An approach to managing the complexity of knowledge intensive business processes

Organisations face ever growing complexity in the business environment and use processes to deliver value in a stable, sustainable and controllable way. However complexity in the business environment is threatening the stability of processes and forcing their continuing evolution in ever shorter time cycles, which then creates significant management challenges. Addressing complexity requires a change in management thinking about processes.The research explores the nature of complexity, how businesses respond to it, and the consequent impact on process complexity. The research reviews the notion of complexity and its relevance to organisations, business processes and knowledge contexts. The research focuses on knowledge intensive firms, as these exhibit several of the features and allow early application of the approach suggested by this thesis. The research draws upon concepts from several fields including complexity and complex systems, business process management, and knowledge management.This thesis addresses the question: “How can organisations address the complexity of knowledge intensive business processes?” In answering the question the thesis argues the need to integrate multiple perspectives involved in managing such processes, proposes an approach to complex knowledge intensive business processes that reduces the management challenge, and argues the need to develop an agile shared knowledge context in support of the approach.This thesis develops a theoretical framework consisting of a set of hypotheses rooted in the literature, and then proposes an approach to addressing complex knowledge intensive business processes based upon these hypotheses. Then,through a series of QDS investigations and action research cycles, this thesis tests the hypotheses, further develops the approach and examines its application in different problem domains in multiple organisations. This thesis then discusses the process and the outcomes of applying the approach, identifies its limitations, assesses its contribution to knowledge and suggests directions for further research

Engineering Systems Integration

Dreamers may envision our future, but it is the pragmatists who build it. Solve the right problem in the right way, mankind moves forward. Solve the right problem in the wrong way or the wrong problem in the right way, however clever or ingenious the solution, neither credits mankind. Instead, this misfire demonstrates a failure to appreciate a crucial step in pragmatic problem solving: systems integration. The first book to address the underlying premises of systems integration and how to exposit them in a practical and productive manner, Engineering Systems Integration: Theory, Metrics, and Methods looks at the fundamental nature of integration, exposes the subtle premises to achieve integration, and posits a substantial theoretical framework that is both simple and clear. Offering systems managers and systems engineers the framework from which to consider their decisions in light of systems integration metrics, the book isolates two basic questions, 1) Is there a way to express the interplay of human actions and the result of system interactions of a product with its environment?, and 2) Are there methods that combine to improve the integration of systems? The author applies the four axioms of General Systems Theory (holism, decomposition, isomorphism, and models) and explores the domains of history and interpretation to devise a theory of systems integration, develop practical guidance applying the three frameworks, and formulate the mathematical constructs needed for systems integration. The practicalities of integrating parts when we build or analyze systems mandate an analysis and evaluation of existing integrative frameworks of causality and knowledge. Integration is not just a word that describes a best practice, an art, or a single discipline. The act of integrating is an approach, operative in all disciplines, in all we see, in all we do

A hybrid model of communication and information management in mega construction projects in Dubai using a new critical success factor approach

Mega construction projects are complex undertakings. The complexity is increased during a construction boom in a city such as Dubai where more than 80% of material and labour resources are imported. The complexities inherent in mega construction projects include uncertainty and interdependencies, which affect project management performance at the operational level where most of the problems occur. Understanding these processes, how they interrelate and how to overcome the complexities is crucial for increasing the chances of project management success. This research contributed to construction project management theory and practice by using a highly inductive exploratory qualitative approach for capturing formal and informal processes in mega construction projects in Dubai. A dynamic model depicting the complementary formal and informal processes is developed showing formal and informal processes and how they interrelate to reduce complexity. Guidelines on how and when to use specific processes are provided as a framework for the model. This framework may be used to help develop communication processes in future complex projects to increase chances of project management success. The research was conducted by exploring two case study projects fitting the characteristics of mega construction projects. Both case study projects were of values above 1.5 Billion US Dollars and were similar in scope with elements including amusement parks, retail areas, hotels, extensive infrastructure and large landscape areas. Both case study projects were of an experimental character, considered an engineering achievement, complex, and thereby, difficult to control. The research data were collected through semi-structured interviews with 83 project staff from both case study projects. Rich picture diagrams of the organization and processes were made from data collected during the interviews and case study project documents. The analysis was performed in three phases where the results from each phase were built upon cumulatively. The first phase examined what the most crucial critical success factors (CSFs) were in the case study projects. These were revealed to be communication, top management support and effective change management. In the second phase each CSF was analyzed where it was found it that the majority of important communication modes were informal and were was most effective in reducing complexity. Furthermore, it was found that the characteristics of the client were crucial in both case study projects. The third phase involved development of the dynamic hybrid model from the rich picture diagrams created showing the interplay between formal and informal processes. It was found that informal processes are ad-hoc and chaotic in nature and controlled by individuals in the project. Development of guidelines for the positive use of informal processes was required. From the analysis it was found that the characteristics of client staff and individuals in the case study projects provided the main guidelines for effective use of the hybrid model. The research provides insights into the formal and informal processes and the reduction and management of complexity inherent in mega construction projects. Current research in managing complexity is from the perspective of the formal process where the informal processes are neglected, despite research and practice indicating their importance in construction projects. The research presents a systemic dynamic model of the processes for mega construction projects revealing that formal and informal processes are required and are complementary. Guidelines for the successful use of the model provide a framework for its application in practice. This shows how it can be used to inform understanding of processes in the context of the research. The model and guidelines were validated via discussions with practitioners experienced in construction of mega projects. Future work should expand the findings to applications of the model in practice for management of complex projects. The model may be used by practitioners to act as a guide in how to manage construction processes to consciously overcome the inherent complexities to achieve project management objectives. This tool may also be used to inform clients of the inherent complexities and the level of informality required to overcome them. IT/IS practitioners may use the model and framework to understand the complexities in construction, and thereby, develop systems that are practically applied in construction projects. Researchers in the field may build upon the model and findings to increase knowledge regarding construction processes, particularly informal processes.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Management: A continuing bibliography with indexes, March 1983

This bibliography lists 960 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1982

Management. A continuing bibliography with indexes

This bibliography cites 604 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1979 covering the management of research and development, contracts, production, logistics, personnel, safety, reliability and quality control. Program, project, and systems management; management policy, philosophy, tools, and techniques; decision making processes for managers; technology assessment; management of urban problems; and information for managers on Federal resources, expenditures, financing, and budgeting are also covered. Abstracts are provided as well as subject, personal author, and corporate source indexes