Determining Practice Achievement in Project Management Using a Two-Phase Questionnaire on Small and Medium Enterprises

2007 ◽  
pp. 46-58 ◽  
Author(s):  
Garcia Ivan. ◽  
Calvo-Manzano Jose A. ◽  
Cuevas Gonzalo ◽  
San Feliu Tomas
Keyword(s):  
Project Management ◽  
Small And Medium Enterprises ◽  
Two Phase ◽  
Medium Enterprises

A Framework for Implementing Lean Manufacturing System in Small and Medium Enterprises

2011 ◽  
Vol 110-116 ◽  
pp. 3997-4003 ◽  
Author(s):  
Jirapat Wanitwattanakosol ◽  
Apichat Sopadang
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing System ◽  
Job Shop ◽  
Small And Medium Enterprises ◽  
Phase 1 ◽  
Optimization Technique ◽  
Value Stream Mapping ◽  
Two Phase ◽  
Make To Order ◽  
Medium Enterprises

—In this paper, a conceptual framework to apply many techniques for implementing lean in the high-variety low-volume (HVLV) environment is presented. Lean production has increasingly being implemented as a potential solution for many organizations. Anyway, the lean formula is applicable directly only to the make-to-stock business, but the make-to-order (MTO) product environment has to adapt lean manufacturing principle. The method of this paper has a two-phase quantitative framework to transform small and medium enterprises (SMEs) to be lean. Phase 1 has three interrelated components: (1) re-engineering an organization by using the power of computer simulation combined with business process. (2) Value stream mapping (VSM) is used to create a map of both value and waste in a given process. This tool has also a main drawback for job shop facility because many value streams are composed of hundreds of industrial parts and products. (3) Integrative supplier relationship is one of the most critical factors to maintain an advantage in the increasing levels of competition. Phase 2 performs a just in time production schedule by using ant colony optimization technique combines with a simulation tool. The aims of this paper are to develop a suitable lean manufacturing system for SMEs and to study the performance of the system for improving effectiveness. The result shows how to combine lean concept with simulation optimization, the step of this framework to obtain the optimization solution.

Prototyping Robotic Systems

2013 ◽  
pp. 715-760
Author(s):  
Andrew Goldenberg
Keyword(s):  
Project Management ◽  
Faculty Member ◽  
Case Studies ◽  
General Framework ◽  
Technology Development ◽  
Small And Medium Enterprises ◽  
Practical Experience ◽  
Robotic Systems ◽  
Management Technology ◽  
Medium Enterprises

This chapter provides an experience-based framework of prototypes development and commissioning. It introduces elements learned directly from the practice that encompass aspects of project management, technology development process, and commercialization in the context of Small and Medium Enterprises (SMEs). The contents of this chapter are based mainly on the author’s practical experience of leading an SME technology developer. The author is also a faculty member working as a researcher and teacher. Because of the interrelationship between research and technology development, his views and perception of the topic may be unique, and they are personal. The chapter presents a general framework for robotic systems prototyping. To back up the points made in the chapter, three case studies of robotic prototyping are included to help the reader perceive the outlined concepts.

Enhancing DotProject to Support Risk Management Aligned with PMBOK in the Context of SMEs

2015 ◽  
Vol 6 (2) ◽  
pp. 40-60 ◽  
Author(s):  
Rafael Queiroz Gonçalves ◽  
Elisa de Freitas Kühlkamp ◽  
Christiane Gresse von Wangenheim
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Best Practices ◽  
Software Development ◽  
Small And Medium Enterprises ◽  
Management Tool ◽  
Development Projects ◽  
Management Tools ◽  
Management Processes ◽  
Medium Enterprises

Many problems in software development projects are due to risks and could be avoided or minimized if identified and treated pro-actively. In this context, software tools to support risk management could be very helpful. However, it is difficult to find a project management tool, accessible to Small and Medium Enterprises (SMEs) that provides adequate support to risk management in conformance with best practices such as the PMBOK. Therefore, this paper has the objective to review support provided by popular project management tools with respect to risk management and to present enhancements made to the open-source tool – dotProject – in order to systematically support risk management aligned with the PMBOK. An initial evaluation identified benefits in the implementation of risk management processes in software SMEs, and, thus, contributing to their projects' success.

scholarly journals Design of a Model for Risk Reduction in Project Management in Small and Medium-Sized Enterprises

Symmetry ◽  
2021 ◽  
Vol 13 (5) ◽  
pp. 763
Author(s):  
Anna Nagyová ◽  
Hana Pačaiová ◽  
Štefan Markulik ◽  
Renáta Turisová ◽  
Róbert Kozel ◽  
...  
Keyword(s):  
Project Management ◽  
Small And Medium Enterprises ◽  
Optimal Method ◽  
Systematic Analysis ◽  
Management Standard ◽  
Proposed Model ◽  
Mathematical Evaluation ◽  
Medium Enterprises ◽  
Tools And Techniques ◽  
Selection Of

In general, it can be said that a project is a means of change so that the organization or individual obtain something they do not currently have, and which, in some respects, can ensure its functioning within the system in society, in the market, etc. Organizations often use different tools and techniques in project implementation to help manage projects. The selection of the optimal method requires a thorough systematic analysis. The chosen method must cover the requirements of project management with regard to its size and nature. One such tool is the ISO 21500 Guidance on project management standard, which defines the basic processes and documents needed for project management. The aim of this article is to propose a model through which it would be possible to effectively manage projects in small and medium enterprises (SMEs), i.e., where generally available international methodologies for project management are not introduced. The proposed model (referred to as Model B) was verified on projects in different SMEs in Slovakia. Mathematical evaluation presented in the paper as well as the knowledge and experience from this verification were summarized and the proposed Model B was modified (referred to as SMEPM: small and medium enterprises project management) so that it can be used in the implementation of other projects in the conditions of SMEs.

Prototyping Robotic Systems

2012 ◽  
pp. 1-50
Author(s):  
Andrew Goldenberg
Keyword(s):  
Project Management ◽  
Faculty Member ◽  
Case Studies ◽  
General Framework ◽  
Technology Development ◽  
Small And Medium Enterprises ◽  
Practical Experience ◽  
Robotic Systems ◽  
Management Technology ◽  
Medium Enterprises

This chapter provides an experience-based framework of prototypes development and commissioning. It introduces elements learned directly from the practice that encompass aspects of project management, technology development process, and commercialization in the context of Small and Medium Enterprises (SMEs). The contents of this chapter are based mainly on the author’s practical experience of leading an SME technology developer. The author is also a faculty member working as a researcher and teacher. Because of the interrelationship between research and technology development, his views and perception of the topic may be unique, and they are personal. The chapter presents a general framework for robotic systems prototyping. To back up the points made in the chapter, three case studies of robotic prototyping are included to help the reader perceive the outlined concepts.

Mobile Information Communication Technologies and Construction Project Management

2013 ◽  
pp. 607-622
Author(s):  
Vanita Ahuja
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Mobile Communications ◽  
Small And Medium Enterprises ◽  
Construction Project ◽  
Data Communication ◽  
Communication Technologies ◽  
Construction Project Management ◽  
Medium Enterprises ◽  
Real Time Information

Construction project management requires effective and real time information and data communication between all the project team agencies. In present scenario when the associating agencies may be geographically separated, and for projects with large site areas or being executed in hazardous or remote sites, the required information and data communication can be achieved through use of mobile communications. But, research shows that the adoption of mobile communications by the construction industry is limited. This chapter presents the issues affecting adoption of mobile communications by the construction industry, the research background, a case study of mobile communications adoption at a major construction project in India and further discusses the factors leading to sustainable mobile communication adoption by construction project teams. Construction industry primarily comprises small and medium enterprises (SMEs). Thus, the issues are studied with focus on adoption of mobile communications by SMEs.

scholarly journals Project Management in Small and Medium Enterprises: A Comparison between Romania and Poland

2020 ◽  
Vol 54 (1/2020) ◽  
pp. 197-214
Author(s):  
SADKOWSKA JOANNA ◽  
CIOCOIU CARMEN NADIA ◽  
TOTAN LAVINIA ◽  
PRIOTEASA ADINA-LILIANA
Keyword(s):  
Project Management ◽  
Small And Medium Enterprises ◽  
Medium Enterprises

Mobile Information Communication Technologies and Construction Project Management

2013 ◽  
pp. 838-853
Author(s):  
Vanita Ahuja
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Mobile Communications ◽  
Small And Medium Enterprises ◽  
Construction Project ◽  
Data Communication ◽  
Communication Technologies ◽  
Construction Project Management ◽  
Medium Enterprises ◽  
Real Time Information

Construction project management requires effective and real time information and data communication between all the project team agencies. In present scenario when the associating agencies may be geographically separated, and for projects with large site areas or being executed in hazardous or remote sites, the required information and data communication can be achieved through use of mobile communications. But, research shows that the adoption of mobile communications by the construction industry is limited. This chapter presents the issues affecting adoption of mobile communications by the construction industry, the research background, a case study of mobile communications adoption at a major construction project in India and further discusses the factors leading to sustainable mobile communication adoption by construction project teams. Construction industry primarily comprises small and medium enterprises (SMEs). Thus, the issues are studied with focus on adoption of mobile communications by SMEs.

Team Interactions for Successful Project Management in Small and Medium-Sized Enterprises

2016 ◽  
Vol 7 (2) ◽  
pp. 17-43 ◽  
Author(s):  
Dirk Pons ◽  
Steffen Haefele
Keyword(s):  
Project Management ◽  
Project Success ◽  
Small And Medium Enterprises ◽  
Team Building ◽  
Specific Area ◽  
Team Work ◽  
Team Processes ◽  
Area Of Interest ◽  
Team Interactions ◽  
Medium Enterprises

Team interactions are recognised as important factors in successful project management. Even so the concept of ‘teams' is not developed to any great detail within the project management literature. This project sought to determine the actual practices of small and medium enterprises (SMEs) in regard to their management of teams within project management (PM). The specific area of interest was engineering organisations, and the focus area was New Zealand (NZ). Data were collected by means of a survey, which was advertised through various PM chapters and other organisations. Results show that there is an overwhelming appreciation for the importance of team work in projects, but a low awareness and usage of team models, and a large proportion (37%) of team processes that do not work well. Team building is the team process that is strongest associated with project success. Curiously, the results also suggest the existence of an asymmetrical relationship between teamwork and project success: that effective teamwork IS a factor in project success, but the lack thereof IS NOT a failure factor. Instead the major causes of project failure are identified as primarily poor planning and poor communication. Implications are identified for future developments of a more comprehensive understanding of how team variables affect project success.

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