scholarly journals Achieving Success Key Factors of Complex Product Systems Projects at Different Life Cycle Stages

2016 ◽  
Vol 5 (3) ◽  
pp. 3-18
Author(s):  
�������� ◽  
Dmitry Artemev ◽  
������������ ◽  
Elena Grebenshchikova
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Success Factors ◽  
Key Factors ◽  
Complex Product ◽  
Key Success Factors ◽  
Foreign Companies ◽  
Product Systems ◽  
Life Cycle Stages ◽  
Complex Product Systems

The article contains results of research about key success factors in Complex Product Systemsprojects (CoPS-projects). Results based on survey of major foreign companies� projects managers such as Micron Optics (US), HBM FiberSesning (Portugal), Sylex (Slovakia), OzOptics (USA) and others. The study revealed defining characteristics of successful CoPSprojects, key factors and criteria for determining the success across all life cycle stages. As a result, the article proposes a mechanism of CoPS-project management based on monitoring the success factors at each project stage.

scholarly journals THE COORDINATION OF COMPLEX PRODUCT SYSTEMS PROJECTS: A CASE STUDY OF AN R&D MULTI-PARTY ALLIANCE

2019 ◽  
Vol 23 (03) ◽  
pp. 1950024 ◽  
Author(s):  
JOSÉ ADALBERTO FRANÇA
Keyword(s):  
Life Cycle ◽  
Iterative Process ◽  
Coordination Mechanisms ◽  
Complex Product ◽  
European Project ◽  
Product Systems ◽  
Innovation Project ◽  
Complex Product Systems ◽  
Common Understanding

In this paper, we address the evolution of coordination between multiple and diverse partners in a complex R&D innovation project. Because common understanding is crucial to help coordination in complex and uncertain contexts, we performed an in-depth case study of a large European project aiming to investigate the interaction between common understanding and coordination mechanisms during the life cycle of a complex product systems (CoPS) multi-party project. We found that coordination mechanisms are combined according to different stages of the project and create common understanding by managing tasks and roles as the project unfolds. Moreover, to cope with high interdependent tasks and many diverse partners, it seems crucial to implement an iterative process where tasks and roles evolve and mature progressively, and problems are identified earlier, leading to a validated and consistent result.

Managing integration in complex product systems: The experience of the IR-150 aircraft design program

2017 ◽  
Vol 122 ◽  
pp. 253-261 ◽  
Author(s):  
Mohammad Naghizadeh ◽  
Manoochehr Manteghi ◽  
Marina Ranga ◽  
Reza Naghizadeh
Keyword(s):  
Aircraft Design ◽  
Complex Product ◽  
Product Systems ◽  
Design Program ◽  
Complex Product Systems

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

scholarly journals Model for assessing the success of SMEs in the internacionali­zation process

2010 ◽  
Vol 58 (6) ◽  
pp. 245-252
Author(s):  
Lea Kubíčková ◽  
Aleš Peprný ◽  
Šárka Nováková
Keyword(s):  
Risk Management ◽  
Success Factors ◽  
Small And Medium Enterprises ◽  
Evaluation Model ◽  
Internationalization Process ◽  
Key Factors ◽  
Simple Method ◽  
Key Success Factors ◽  
Simple Evaluation ◽  
Medium Enterprises

The paper deals with evaluating the success of small and medium-sized companies in in­ter­na­tio­na­li­za­tion process. The process of internationalization is defined in the literature in a many ways; there is a countless variety of different approaches and models of internationalization process of firms. Like all processes in the firm also the internationalization process is accompanied by risks. For risk management it is important to know what the key factors of success are in the international arena. In this article is presented a simple evaluation model that could be used by SMEs to determine not only how strong are they compared to competitors, but also at what level are their key success factors in the process of internationalization. The aim was to find a simple method to help small and medium enterprises to assess their situation in the field of internationalization and to help them identify their strengths and weaknesses in this area. Proposed simple evaluation model has the graphic output from which it can be seen in which areas the company is doing well in internationalization process and in what areas is doing badly – then there is room for further improvement. Creating the model it was essential to divide the various factors into several groups and further evaluation to determine the range by which SMEs can quantify the level of success in internationalization process. Before the model was constructed it was necessary to collect data among small and mid-sized firms, and to process the outputs of the survey. After confirmation or to rejection of the certain hypotheses key success factors of SMEs in the internationalization process were selected and these factors were then aggregated into 4 groups. The model was then applied to data obtained from a survey of 40 SMEs and in the paper there are presented specific examples of graphical output of the model for the best and worst rated company. Authors are aware that the model is simple and has its limits, there is the need of much more work and the authors foresee further modifications of this model.

The Success of the Link Model Programme in Rural Bangladesh: An Empirical Analysis

2018 ◽  
Vol 3 (2) ◽  
pp. 191-214
Author(s):  
Shutaro Takeda ◽  
Go Okui ◽  
Nanao Fujimura ◽  
Hisae Abe ◽  
Yuka Ohashi ◽  
...  
Keyword(s):  
Success Factors ◽  
Strongly Correlated ◽  
Key Factors ◽  
Or Education ◽  
Key Success Factors ◽  
Development Officers ◽  
Model Project ◽  
Degree Of Satisfaction ◽  
Link Model ◽  
Rural Appraisal

Link Model, a participatory rural appraisal (PRA) programme for micro-infrastructure construction funding aid, has received much attention in Bangladesh over the last few decades. This study aims to contribute to the latest phase of the Link Model project, launched in July 2016 by the Bangladeshi government. To this end, the authors conducted a field survey in Kalihati Upazila, which involved 102 villagers and 153 local representatives. The authors used the survey to examine the efficacy of the programme and to identify the key factors that contribute to its success. Results obtained from the questionnaire survey showed that the programme had high degrees of satisfaction and penetration in the surveyed villages. Moreover, the degree of satisfaction was unaffected by gender, religion, income or education background, which is notably consistent with the ideals of PRA. Villagers who understood the policy better were more satisfied with the micro-infrastructures developed through the Link Model programme. The ratings of union development officers (UDO) strongly correlated with the number of micro-infrastructures. Therefore, this study concludes that the key success factors of Link Model are (a) the understanding of villagers on the programme for quality and (b) the capability of UDO for quantity.

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