48,164 research outputs found
A hierarchical approach to multi-project planning under uncertainty
We survey several viewpoints on the management of the planning complexity of multi-project organisations under uncertainty. A positioning framework is proposed to distinguish between different types of project-driven organisations, which is meant to aid project management in the choice between the various existing planning approaches. We discuss the current state of the art of hierarchical planning approaches both for traditional manufacturing and for project environments. We introduce a generic hierarchical project planning and control framework that serves to position planning methods for multi-project planning under uncertainty. We discuss multiple techniques for dealing with the uncertainty inherent to the different hierarchical stages in a multi-project organisation. In the last part of this paper we discuss two cases from practice and we relate these practical cases to the positioning framework that is put forward in the paper
A hierarchical approach to multi-project planning under uncertainty.
We survey several viewpoints on the management of the planning complexity of multi-project organisations under uncertainty. A positioning framework is proposed to distinguish between different types of project-driven organisations, which is meant to aid project management in the choice between the various existing planning approaches. We discuss the current state of the art of hierarchical planning approaches both for traditional manufacturing and for project environments. We introduce a generic hierarchical project planning and control framework that serves to position planning methods for multi-project planning under uncertainty. We discuss multiple techniques for dealing with the uncertainty inherent to the different hierarchical stages in a multi-project organisation. In the last part of this paper we discuss two cases from practice and we relate these practical cases to the positioning framework that is put forward in the paper.Choice; Complexity; Framework; Hierarchical models; Management; Manufacturing; Methods; Multi-project organisations; Planning; Project management; Project planning; Uncertainty;
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Transforming failure into success through organisational learning: An analysis of a manufacturing information system
This paper describes the idiosyncracies of a case study company, through highlighting issues and problems
experienced during their attempts to evaluate, implement and realise the holistic implications of a manufacturing
information system. Although the Information System (IS) was operational for a period of time, it
was eventually deemed a failure. The reason for this was that a range of human and organisational factors
prevented the organisation from embracing the full impact of the system. The eventual success of their
information system was realised through a bespoke implementation, based upon a traditional systems development
lifecycle that indirectly addressed learning issues following the earlier failed deployment. The
paper highlights key issues relating to business success and failure, and then contrasts them alongside the
presented case study. In doing so, the authors conclude by proposing methods through which manufacturing
information systems can be transformed for business success. This is described achievable through both a
realisation in the positioning of the organisation relative to technology management, and the related mapping
of human and technological constructs that support information systems related succes
The role of learning on industrial simulation design and analysis
The capability of modeling real-world system operations has turned simulation into an indispensable problemsolving methodology for business system design and analysis. Today, simulation supports decisions ranging
from sourcing to operations to finance, starting at the strategic level and proceeding towards tactical and
operational levels of decision-making. In such a dynamic setting, the practice of simulation goes beyond
being a static problem-solving exercise and requires integration with learning. This article discusses the role
of learning in simulation design and analysis motivated by the needs of industrial problems and describes
how selected tools of statistical learning can be utilized for this purpose
The propagation of technology management taxonomies for evaluating investments in information systems
To provide managers with a critical insight into the management of new technology, this paper uses a case study research strategy to examine the technology management experiences of a leading UK manufacturing organization during its adoption of a vendor-supplied Manufacturing Resource Planning information system.<br /
Information systems evaluation: Navigating through the problem domain
Information systems (IS) make it possible to improve organizational efficiency and effectiveness, which can provide
competitive advantage. There is, however, a great deal of difficulty reported in the normative literature when it comes to the
evaluation of investments in IS, with companies often finding themselves unable to assess the full implications of their IS
infrastructure. Although many of the savings resulting from IS are considered suitable for inclusion within traditional
accountancy frameworks, it is the intangible and non-financial benefits, together with indirect project costs that complicate the
justification process. In exploring this phenomenon, the paper reviews the normative literature in the area of IS evaluation, and
then proposes a set of conjectures. These were tested within a case study to analyze the investment justification process of a
manufacturing IS investment. The idiosyncrasies of the case study and problems experienced during its attempts to evaluate,
implement, and realize the holistic implications of the IS investment are presented and critically analyzed. The paper
concludes by identifying lessons learnt and thus, proposes a number of empirical findings for consideration by decisionmakers
during the investment evaluation process
Applying performance measures to support decision-making in supply chain operations: a case of beverage industry
Performance measurement systems (PMS) have commonly been applied to evaluate and reward performances at
managerial levels, especially in the context of supply chain management. However, evidence suggests that the effective
use of PMS can also positively influence the behaviour and improve performance at an operational level. The motivation
is to accomplish organisational goals, namely to increase supply chain flexibility by responding to evermore-varying customer
demands in a timely manner. The purpose of the study described in this paper was to develop a conceptual framework
that adopts performance measures for ex-ante decision-making at an operational level within the supply chain. To
guide the research, five questions were asked and subsequently key gaps have been identified. In an attempt to fill the
gaps, a case study at a major global brand beverage company has been carried out, and as a result, a conceptual framework
of the PMS has been developed. Overall, the research offers a foundation of the applicability and impact of PMS
in the supply chain and provides a framework that attends to some of the potential uses of PMS that so far have not
been practically applied. The outcomes from the testing indicate that the initial gaps identified in the literature have been
addressed and that the framework is judicious with scope for practical applicability. The framework is deemed worthy of
further testing in different operational contexts of the supply chain
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