Classification and Management of Commercial Vehicle Production

2021 ◽  
Vol 1 (2) ◽  
pp. 16-19
Author(s):  
Jiang Zhi
Keyword(s):  
Project Management ◽  
Commercial Vehicle ◽  
Project Managers ◽  
Management Systems ◽  
Commercial Vehicles ◽  
Working Model ◽  
Sense Of Direction ◽  
Vehicle Production ◽  
Production Preparation

Commercial vehicle production preparation involves multiple departments and multiple businesses. Each business is prone to lack a sense of direction and integrity, so overall management is required. This article discusses the various segments of commercial vehicles. The special characteristics of production preparation were analyzed and classified and summarized to form sub-category work items, which established a working model for most commercial vehicle production preparation project managers. The authors propose management methods and management systems to achieve standardization of project management for commercial vehicle production preparations.

scholarly journals Development of a method of coordination of project and operational activities in the process of manufacturing complex knowledge-intensive products

2021 ◽  
Vol 6 (3 (114)) ◽  
pp. 83-92
Author(s):  
Iurii Teslia ◽  
Iulia Khlevna ◽  
Oleksii Yehorchenkov ◽  
Tatiana Latysheva ◽  
Oleg Grigor ◽  
...  
Keyword(s):  
Project Management ◽  
High Efficiency ◽  
Integrated Management ◽  
Project Managers ◽  
Management Systems ◽  
Production Processes ◽  
Operational Activities ◽  
Knowledge Intensive ◽  
Complex Knowledge ◽  
Operational Processes

It is shown that the production processes of project-oriented enterprises focused on manufacturing complex knowledge-intensive products combine project and operational activities. Analysis of project management methodologies in terms of their suitability for managing the activities of project-oriented enterprises engaged in manufacturing these products was conducted. It was found that project management methodologies do not address this issue, remaining outside the scope of project managers. To eliminate this shortcoming of the project management methodology, it was proposed to supplement it with the concept and method of coordination of project and operational activities in the process of manufacturing complex knowledge-intensive products. The concept of integration of project and operational activities in the process of manufacturing complex knowledge-intensive products was proposed. A method of coordination of project and operational activities in the process of manufacturing complex knowledge-intensive products was developed. The following criteria were proposed: management of operational processes as processes depending on the progress of projects; evaluation of the success of projects taking into account the assessment of their provision with products of operational activities. A model for calculating the number of components to be produced during the implementation of projects of manufacturing complex knowledge-intensive piece products was developed. The method of multiple simulations of project and operational processes in projects of manufacturing complex knowledge-intensive products was proposed. The developed concept and method passed practical testing at enterprises engaged in manufacturing complex knowledge-intensive products, in particular, Karbon Invest, LLC (Ukraine), and showed high efficiency of managing projects of manufacturing complex knowledge-intensive products. The developed tools allow creating integrated management systems for project and operational production of complex knowledge-intensive products.

Project Expectation Management – A Quality Approach to Customer Satisfaction

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Karuna Devi Mishra ◽  
Dr. Sudarsanam
Keyword(s):  
Project Management ◽  
Customer Satisfaction ◽  
Project Managers ◽  
Market Place ◽  
Dynamic Approach ◽  
Project Environment ◽  
Project Governance ◽  
Expectation Management ◽  
Management Project ◽  
Quality Approach

This paper investigates the current challenges faced by the project managers in creating realistic expectations of customers in dynamic changing project environment which are created by rapid introduction of new unknowns, as they progress. One might say they are more akin to packing boxes of frogs without a cover, setting each thing right before a new challenge is faced. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. Why do projects fail and what more is critical to the success of project? All projects are conceived with a vision to satisfy certain needs of the business. Hence, the beneficiary of these needs become key stakeholder. Appropriate participation of this key stakeholder in steering the project ensures the success of the project. Also businesses are impacted by competition and changing market place resulting in skewed expectation management. Managing expectations enhances the success of the project immensely. Now, goal of the project plays a pivotal role and hence respecting it, is an important task, in project management. Project governance is an important aspect which needs to change according to the requirements and requires a dynamic approach rather than a ‘rule book approach’.

An Analysis of Web-based Document Management and Communication Tools Usage Among Project Managers

2017 ◽  
Vol 8 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Managers ◽  
Document Management ◽  
Communication Tools ◽  
Web Based ◽  
Motivation Factors ◽  
Communication Software ◽  
Group Interviews ◽  
Eu Project

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

Research on commercial vehicle sound quality objective evaluation

2021 ◽  
Vol 263 (2) ◽  
pp. 4526-4531
Author(s):  
Kun Qian ◽  
Zhichao Hou ◽  
Ruixue Liu ◽  
Dengke Sun ◽  
Rongkang Luo
Keyword(s):  
Evaluation Method ◽  
Commercial Vehicle ◽  
Objective Evaluation ◽  
Sound Quality ◽  
Subjective Perception ◽  
Commercial Vehicles ◽  
Comfort Evaluation ◽  
Quality Design ◽  
Increasing Demand ◽  
And Control

With the increasing demand of users for the acoustical comfort of commercial vehicles, the sound quality has become one of the important indicators of comfort evaluation. The research focuses on the objective evaluation method of the subjective perception of the sound quality in commercial vehicle. The interior noises of commercial vehicle with an inline six diesel engine are measured. The five psychoacoustic parameters (loudness, roughness, sharpness, fluctuation strength, tonality and articulation index) are applied to the evaluation and analysis of the interior noises of the commercial vehicle. Using psychoacoustic parameters to evaluate the noises in commercial vehicle, it is of great significance for the analysis and control of the noises in commercial vehicle. The research results provide a theoretical basis for guiding the sound quality design and development of commercial vehicles.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

scholarly journals Is an Engineering Project Management Degree Worth it? Developing Agile Digital Skills for Future Practice

2021 ◽  
Author(s):  
Nicholas Dacre ◽  
PK Senyo ◽  
David Reynolds
Keyword(s):  
Project Management ◽  
Digital Technologies ◽  
Project Managers ◽  
Engineering Project ◽  
Research Engagement ◽  
Engineering Managers ◽  
Engineering Project Management ◽  
Digital Skills ◽  
Complex Project ◽  
Future Practice

Engineering managers are progressively tasked with leveraging digital technologies and innovations which have yet to be fully developed, to seek out opportunities and challenges in complex project contexts. However, there is a disparity between knowledge gained from engineering development programmes, and the rapidly changing landscape of modern project practice, which requires professionals to effectively engage and deploy relevant agile digital skills in practice. For example, complex engineering projects increasingly employ dynamic digital technologies such as Artificial Intelligence (AI), Big Data, Augmented and Virtual Reality (AR / VR), 3D Printing, and Digital Twins, which require managers to quickly adapt to changing constraints through agile digital skills. Therefore, this paper seeks to focus on exploring the role of engineering project management programmes in developing knowledge and agile digital skills relevant for future project practice. Through an outline review of project management development programmes, this research paper suggests that their inherent value for engineering project managers, is largely dependent on a combination of applied research, engagement, and agile digital skills development for future practice.

Sign in / Sign up

Export Citation Format

Share Document