scholarly journals COMPUTERIZED INTEGRATED PROJECT MANAGEMENT SYSTEM FOR A MATERIAL PULL STRATEGY

2014 ◽  
Vol 20 (6) ◽  
pp. 849-863 ◽  
Author(s):  
Sang-Chul Kim ◽  
Yong-Woo Kim
Keyword(s):  
Quality Control ◽  
Control System ◽  
Project Management ◽  
Management System ◽  
Material Management ◽  
Scheduling System ◽  
Project Management System ◽  
Integrated Project ◽  
Material Management System ◽  
Equipment System

The purpose of this paper is to present a computerized integrated project management system and report results of a survey on the effectiveness of the system. The system consists of a scheduling system, material management system, labor/equipment system, and safety/quality control system. The backbone system is a scheduling system that adopts a production planning system and a project scheduling system. The lowest level in the scheduling system is a daily work management system, which is linked to each functional management system (i.e. material management system, labor/equipment system, and safety/quality control system). The paper focuses on the material management and scheduling systems to implement a material “pull” system to reduce material inventories on site. Details of material management and scheduling systems are discussed, and a sample application is presented to demonstrate the features of the proposed computer application system. The paper presents practitioners and researchers with a practical tool to integrate material management and scheduling systems for site personnel.

An Integrated Project Management System for Facilitating Knowledge Learning

2012 ◽  
Vol 8 (2) ◽  
pp. 30-51 ◽  
Author(s):  
Toly Chen ◽  
Yu-Cheng Wang
Keyword(s):  
Project Management ◽  
Management System ◽  
Management Model ◽  
Management Skill ◽  
Application System ◽  
Or Management ◽  
Project Management System ◽  
Project Learning ◽  
Integrated Project ◽  
Knowledge Learning

Numerous difficulties and problems are associated with learning in a project. To tackle these problems, in this paper, an integrated project management model is constructed for facilitating knowledge learning. First, the depth of a professional or management skill is defined and evaluated using the analytic hierarchical procedure. A project cannot start until the depth of every necessary skill reaches a certain level. There is also stepwise increase in the scores of successive projects. A systematic procedure composed of fifteen steps is then embedded in the system to facilitate project learning. The proposed methodology is applied to the development of an e-commerce application system.

Material Management System Based on Daily Work

2011 ◽  
Vol 255-260 ◽  
pp. 1587-1591
Author(s):  
Sang Chul Kim ◽  
Yong Woo Kim
Keyword(s):  
Project Scheduling ◽  
Management System ◽  
Planning System ◽  
Material Management ◽  
Scheduling System ◽  
Daily Work ◽  
Pull System ◽  
Schedule Management ◽  
Daily Schedule ◽  
Material Management System

The purpose of this paper is to introduce material management system based on daily schedule management. The backbone is a scheduling system that adopts a production planning system as well as a project scheduling system. The lowest level in the scheduling system is the daily schedule management, which is linked to material management system. The paper focuses on the material management and scheduling systems to implement a material “pull” system for reducing materials inventories on site. Benefits and challenges of material management and scheduling systems are discussed through interview with managers and engineers.

Integrated project management system

2009 ◽  
Vol 45 (6) ◽  
pp. 966-970 ◽  
Author(s):  
V. V. Kryzhanovskyy ◽  
S. N. Popov
Keyword(s):  
Project Management ◽  
Management System ◽  
Project Management System ◽  
Integrated Project

scholarly journals Research of requirement management features in the field of project management in a full-cycle engineering company

Vestnik MGSU ◽  
2020 ◽  
pp. 1175-1190
Author(s):  
Vladimir V. Kudrevatykh
Keyword(s):  
Quality Control ◽  
Project Management ◽  
Management System ◽  
Complex Structure ◽  
Engineering Project ◽  
Project Management System ◽  
Regulatory Documents ◽  
Management Quality ◽  
Engineering Company ◽  
Requirement Management

Introduction. Organizational development and practice of the project management system implementation is of particular interest to engineering companies that implement complex and multi-stage design and construction projects having a complex structure, a large number of stakeholders and a high degree of result individualization. In this case, a situation often arises when processes are formalized, which means that a certain list of regulatory documents are developed in which project contributors, their activities, authority and responsibility, a sequence of actions to be performed, templates of project documents, etc. are defined, but in practice these requirements are not fulfilled or not fulfilled in full. The research problem is that approaches to the formation of a project management system do not offer a universal mechanism applied to monitor the compliance with project management requirements established by inhouse regulatory documents. As a result, project contributors resist such requirements in some companies. The subject of the study is the development of a tool designated for the monitoring of compliance with regulatory documents in the field of project management in a full-cycle engineering company. Materials and methods. The method of process modeling and reengineering, statistical analysis, and the requirements management methodology were applied. Results. Features of project management in engineering companies are outlined. Research results obtained in terms of adapting the requirement management methodology and engineering project quality are analyzed. The target scheme that applies to project management quality control and project audit processes was performed. The toolkit for the project management quality control was developed and a list of indicators was formulated. The analysis of statistics on cases of failure to comply with project management quality indicators and underlying reasons is conducted. Conclusions. The project management quality control toolkit, proposed in the article, allows to analyze the compliance of project contributors with the requirements applied to project management processes formalized in a company and to increase the efficiency of various types of projects.

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