scholarly journals ESTIMATING DESIGN EFFORT NEEDS OF PRODUCT DESIGN PROJECTS USING CAPTURED EXPERT KNOWLEDGE – A PROPOSED METHOD

2021 ◽  
Vol 1 ◽  
pp. 1391-1400
Author(s):  
Alexander 'Freddie' Holliman ◽  
Avril Thomson ◽  
Abigail Hird
Keyword(s):  
Product Design ◽  
Tacit Knowledge ◽  
Expert Knowledge ◽  
Project Planning ◽  
Accurate Estimation ◽  
Effort Estimation ◽  
Team Members ◽  
Past Data ◽  
Design Projects ◽  
Sophisticated Analysis

AbstractThe quick and accurate estimation of design effort can be make or break for all but the largest of product design consultancies. Traditional design project planning see designers being taken away from the metaphorical drawing board to spend time assessing project briefs and estimating workloads. Typically these designers base these estimates on their tacit knowledge and experience, and for the most part, they are accurate. However, this is time-consuming and therefore (indirectly) costly, as time spent planning, is not time spent designing. Many more sophisticated approaches for estimating design effort have been developed, but many require large bodies of past data and sophisticated analysis, such as artificial neural networks; and others have highly-specific use cases.This paper proposes a new method to develop a design effort estimation tool for product design consultancies. This method captures the tacit knowledge and experience of design team members and the tool replicates it quickly and effectively; graphically modelling factors that influence design effort needs in product design projects.

scholarly journals COLLABORATIVE PROJECT BRIEF SCORECARD METHOD: EVALUATING PRODUCT DESIGN PROJECTS TO AID DESIGN EFFORT ESTIMATION

2020 ◽  
Vol 1 ◽  
pp. 1445-1454
Author(s):  
A. Holliman ◽  
A. Thomson ◽  
A. Hird
Keyword(s):  
Product Design ◽  
Tacit Knowledge ◽  
Focal Point ◽  
Project Design ◽  
Effort Estimation ◽  
Collaborative Reflection ◽  
Collaborative Project ◽  
Design Activities ◽  
Design Projects

AbstractDesigners use their tacit knowledge to estimate project design effort needs, which can be enhanced through the understanding of the factors that most influence those needs. Evaluating and assessing project briefs against these factors can assist designers when planning their projects. The Collaborative Project Brief Scorecard (CPDS) Method identifies those factors and produces a scorecard for designers to evaluate project briefs based on these factors and allows for project comparisons, aids in past project recall and provides a focal point for collaborative reflection on design activities.

scholarly journals What's taking so long? A collaborative method of collecting designers’ insight into what factors increase design effort levels in projects

2020 ◽  
Vol 34 (3) ◽  
pp. 341-362
Author(s):  
Alexander Freddie Holliman ◽  
Avril Thomson ◽  
Abigail Hird ◽  
Nicky Wilson
Keyword(s):  
Product Design ◽  
New Product Development ◽  
Project Planning ◽  
Influential Factors ◽  
Design Teams ◽  
New Product Development Teams ◽  
Development Teams ◽  
Design Projects ◽  
Project Data ◽  
Insight Into

AbstractDesign effort is a key resource for product design projects. Environments where design effort is scarce, and therefore valuable, include hackathons and other time-limited design challenges. Predicting design effort needs is key to successful project planning; therefore, understanding design effort-influencing factors (objective considerations that are universally accepted to exert influence on a subject, that is, types of phenomena, constraints, characteristics, or stimulus) will aid in planning success, offering an improved organizational understanding of product design, characterizing the design space and providing a perspective to assess project briefs from the outset. This paper presents the Collaborative Factor Identification for Design Effort (CoFIDE) Method based on Hird's (2012) method for developing resource forecasting tools for new product development teams. CoFIDE enables the collection of novel data of, and insight into, the collaborative understanding and perceptions of the most influential factors of design effort levels in design projects and how their behavior changes over the course of design projects. CoFIDE also enables design teams, hackathon teams, and makerspace collaborators to characterize their creative spaces, to quickly enable mutual understanding, without the need for complex software and large bodies of past project data. This insight offers design teams, hackathon teams, and makerspace collaborators opportunities to capitalize on positive influences while minimizing negative influences. This paper demonstrates the use of CoFIDE through a case study with a UK-based product design agency, which enabled the design team to identify and model the behavior of four influential factors.

FORMATION OF PROJECT MANAGEMENT COMPETENCIES IN STATE AND MUNICIPAL EMPLOYEES

2021 ◽  
Vol 16 (4) ◽  
pp. 71-87
Author(s):  
O.A. BURYANINA ◽  
◽  
A.N. LUKIN ◽  
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Professional Competencies ◽  
Management Competencies ◽  
Team Members ◽  
Scientific Methods ◽  
Municipal Employees ◽  
Course Material ◽  
General Scientific ◽  
Additional Education

The purpose of the article is to substantiate the possibility of forming professional competencies of project management among state and municipal employees in the system of additional education through their participation in project activities. The introduction of the proposed project management technologies allows officials at all levels to develop new professional competencies that would allow them to create a unique product in conditions of limited resources. The methodological basis of the study was a systematic approach, within which we used structural and functional analysis, general scientific methods: comparison, description, explanation, abstraction. In addition, we used included observation when the authors of the article performed the functions of moderators of project groups. As a result, the expediency of project training of state and municipal employees within the framework of the system of additional education was substantiated, where the reporting form of mastering the course material is the presentation of one's own real project, demonstrating the possession of project team members with professional competencies in the field of project planning. management.

Fuzzy Rules for Risk Assessment and Contingency Estimation within COCOMO Software Project Planning Model

2014 ◽  
pp. 88-111 ◽  
Author(s):  
Ekananta Manalif ◽  
Luiz Fernando Capretz ◽  
Danny Ho
Keyword(s):  
Risk Assessment ◽  
Risk Management ◽  
Project Planning ◽  
Project Managers ◽  
Research Data ◽  
Software Project ◽  
Planning Model ◽  
Effort Estimation ◽  
New Approach ◽  
Project Risks

Software development can be considered to be the most uncertain project when compared to other projects due to uncertainty in the customer requirements, the complexity of the process, and the intangible nature of the product. In order to increase the chance of success in managing a software project, the project manager(s) must invest more time and effort in the project planning phase, which involves such primary and integrated activities as effort estimation and risk management, because the accuracy of the effort estimation is highly dependent on the size and number of project risks in a particular software project. However, as is common practice, these two activities are often disconnected from each other and project managers have come to consider such steps to be unreliable due to their lack of accuracy. This chapter introduces the Fuzzy-ExCOM Model, which is used for software project planning and is based on fuzzy technique. It has the capability to not only integrate the effort estimation and risk assessment activities but also to provide information about the estimated effort, the project risks, and the effort contingency allowance necessary to accommodate the identified risk. A validation of this model using the project’s research data shows that this new approach is capable of improving the existing COCOMO estimation performance.

Fuzzy Rules for Risk Assessment and Contingency Estimation Within COCOMO Software Project Planning Model

2018 ◽  
pp. 771-797
Author(s):  
Ekananta Manalif ◽  
Luiz Fernando Capretz ◽  
Danny Ho
Keyword(s):  
Risk Assessment ◽  
Risk Management ◽  
Project Planning ◽  
Project Managers ◽  
Research Data ◽  
Software Project ◽  
Planning Model ◽  
Effort Estimation ◽  
New Approach ◽  
Project Risks

Software development can be considered to be the most uncertain project when compared to other projects due to uncertainty in the customer requirements, the complexity of the process, and the intangible nature of the product. In order to increase the chance of success in managing a software project, the project manager(s) must invest more time and effort in the project planning phase, which involves such primary and integrated activities as effort estimation and risk management, because the accuracy of the effort estimation is highly dependent on the size and number of project risks in a particular software project. However, as is common practice, these two activities are often disconnected from each other and project managers have come to consider such steps to be unreliable due to their lack of accuracy. This chapter introduces the Fuzzy-ExCOM Model, which is used for software project planning and is based on fuzzy technique. It has the capability to not only integrate the effort estimation and risk assessment activities but also to provide information about the estimated effort, the project risks, and the effort contingency allowance necessary to accommodate the identified risk. A validation of this model using the project's research data shows that this new approach is capable of improving the existing COCOMO estimation performance.

Triggering Specialised Knowledge in the Software Development Process

2022 ◽  
pp. 434-452
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

scholarly journals The influence of intangible forms of capital on farms 

2012 ◽  
Vol 52 (No. 6) ◽  
pp. 251-262
Author(s):  
M. Lošťák
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Human Capital ◽  
Cultural Capital ◽  
Tacit Knowledge ◽  
Social Relations ◽  
Expert Knowledge ◽  
Great Influence ◽  
Types Of Knowledge

Intangible issues, which are often very difficult to be quantified become more and more the field of interest of social sciences. There are many research works demonstrating that various types of knowledge, institutions, social networks, and social relations have a great influence on human activities as for efficient achievement of the actors’ goals. This paper relates expert knowledge (shaping professional qualification) to human capital and tacit knowledge (understood as a broader, general, and contextual knowledge) to cultural capital. Both forms of capital exist in their primary form only in concrete individual persons. Concerning collective persons (firm, community), cultural and human capitals are transformed into intellectual capital. Work with specific knowledge, tacit knowledge and capitals corresponding to them shows the role of social networks and social capital in their organization. Using the analysis of two farms based on natural experiment, the paper demonstrates the role of tacit knowledge and cultural capital (opposing to the overestimated role of expert knowledge and human capital). The conclusions outline social determination of both types of knowledge through social networks and social capital needed for an efficient work of a farm. 

Sign in / Sign up

Export Citation Format

Share Document