Analysing collaborative practices in design to support project managers

Pol, Guillaume; Merlo, Christophe; Legardeur, Jérémy; Jared, Graham

doi:10.1080/09511920701566533

Cited by 7 publications

(6 citation statements)

References 7 publications

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“…Collaborative Product Development (CPD) and Analytical Network Process practices are attempting comparable approaches. The overall goal of all proposed models is to assist in evaluating the CPD success factors in order to improve the performance of CPD process [Pol et al, 2007], [Btiytikozkan et al, 2008]. Web DSS approaches can provide an effective decision support mechanism for customers.…”

Section: Introductionmentioning

confidence: 99%

Design of multi-agent decision support for configurations of manufacturing networks

Kuehnle

Bergmann

Lüder

2009

2009 IEEE International Technology Management Conference (ICE)

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A procedure for decisions on network adaptations is outlined, which is based on criticality and complexity thinking.For the development of methods for decision-making and control of manufacturing networks, models of Complex Adaptive Systems and Concurr ent Enterprising have been successfully introduced to manufacturing network decision support on the MES level. These decision support set ups, exploiting the self-similarity principle, may be seen as just one specification of a decision support procedure, which is valid for manufacturing networks on all levels. Synthesis of the self similarity principle with the criticality thinking results in efficient decision support procedures for gradual and evolving adaptations of manufacturing networks' structures reducing management complexity.

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Section: Introductionmentioning

confidence: 99%

Design of multi-agent decision support for configurations of manufacturing networks

Kuehnle

Bergmann

Lüder

2009

2009 IEEE International Technology Management Conference (ICE)

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“…0000-0000/14/$00.00 © 2014 -IOS Press and the authors. All rights reserved However, few studies have focused on the management of interactions between design process and planning process or have proposed models and tools that can assist engineers and managers in the task of building design projects in accordance with the design of systems, in planning the design activities, and especially in controlling their execution ( [5] and [26]).…”

Section: Introductionmentioning

confidence: 99%

System design and project planning: Model and rules to manage their interactions

Vareilles

Coudert²,

Aldanondo

et al. 2015

ICA

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This article proposes a model and rules dealing with the management of the interaction between system design processes and project planning ones. An industrial benchmark analysis has reinforced our belief that the interaction between the two processes has to be supported by models, processes and relevant tools. Firstly, after presenting the results of the analysis, the different entities are defined and the one-to-one relationship or bijection between the structure of the system and the structure of the project is made. Then, a model, taking into account design activities and planning activities as well as management of interactions, is proposed in compliance with existing project and design standards. A process of interaction is presented to carry out design and project management. Two interaction modes have been proposed. On the one hand, the structural interaction establishes links between entities of the two domains. On the other hand, the behavioral interaction (subject of this paper) is based on the definition of states for each entity following feasibility and verification criteria, and can thus manage the changes between states. Some rules are defined (precedence and synchronous rules) to forbid certain changes when they are inconsistent and to synchronize them.

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“…Currently, different studies have analysed and tried to identify different strategies and practices used by organisations (Boldontin et al, 2000), in an attempt to know how organisations develop new products in an environment characterised by its constant changes, with quite different markets and clients; what kind of marketing and development strategies are implemented before this situation; and what characteristics define their organisational culture and their learning practices (Pol et al, 2007). This is how, nowadays, the success of the design and implementation of any type of project an organisation carries out depends on how highly skilled the organisation is when it comes to co-ordinate and control the co-operation process among participants of the said project (Pol et al, 2007). This is why Whitfield et al (2000) suggests that stocktaking management, planning, and resources from different organisational activities are the most important elements a company must consider when performing a process of cooperation in business operations (Green et al, 2008;Jin, 2006).…”

Section: Introductionmentioning

confidence: 99%