scholarly journals The Application of Systems Engineering to Project Management

2020 ◽  
Vol 9 (1) ◽  
pp. 81-106
Author(s):  
Brian J. Galli
Keyword(s):  
Qualitative Research ◽  
Project Management ◽  
Systems Engineering ◽  
Large Scale ◽  
Successful Completion ◽  
Complex Problems ◽  
Complex Projects ◽  
Project Complexity ◽  
Credible Information

This study investigated the application of systems engineering to project management. There is an increasing complexity to modern projects, and lifecycle-focused project management displays the inability to manage the risks associated with increased project complexity. A more adequate approach to these issues is presented in the systems engineering processes. It was proposed that the application of systems engineering concepts will allow improve the management of complex projects and the mitigation of risks. Additionally, qualitative research conducted via the collection and analysis of credible information yielded data that supported this proposition. Since systems engineering processes are adaptable, they are suited to manage complex problems. It was concluded that applying systems engineering to project management was beneficial, and the integration of methodologies was valuable to the successful completion of large scale, complex projects.

scholarly journals Measuring the Project Management Complexity: The Case of Information Technology Projects

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-19 ◽  
Author(s):  
Rocio Poveda-Bautista ◽  
Jose-Antonio Diego-Mas ◽  
Diego Leon-Medina
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
It Projects ◽  
Information Technology Projects ◽  
Complex Projects ◽  
Management Association ◽  
Project Complexity ◽  
Complexity Assessment ◽  
The Impact ◽  
Specific Project

Complex projects require specific project management (PM) competences development. However, while no complex projects have standards that are recognized to guide their management, complex projects do not have guides to deal with their complexity. To lead complex projects to success, this complexity must be measured quantitatively and, in our opinion, project management complexity assessment should be based on existing PM standards. In this work, the main project complexity assessment approaches based on PM standards are analyzed, observing that International Project Management Association (IPMA) approach is the closest to a tool that can be used as a complexity quantitative measurement system. On the other hand, several authors have shown that the inherent complexity of specific kind of projects must be measured in a particular way. The main objective of this research is to propose a project management complexity assessment tool for IT projects, providing a Complexity Index that measures the impact that complexity factors inherent to IT projects have under a specific complexity scenario. The tool combines the use of complexity factors defined by IPMA approach and the use of complexity factors found in the literature to manage inherent complexity of IT projects. All these factors were validated by expert survey and the tool was applied to a study case.

The Basic Problems about Fully-Mechanized Top-Coal Caving System

2012 ◽  
Vol 256-259 ◽  
pp. 518-521
Author(s):  
Xin Jia Leng ◽  
Er Qiang Li ◽  
Jia Wei Liu ◽  
Wen Guo Li
Keyword(s):  
Complex System ◽  
Structure Function ◽  
Systems Engineering ◽  
Large Scale ◽  
Basic Theory ◽  
Equipment Selection ◽  
Complex Problems ◽  
Boundary Parameter ◽  
The Stability ◽  
Outer Environment

The fully mechanized top-coal caving System is a large scale complex system. The conception of system and its basic problems, such as structure, function, inner-outer environment, boundary, parameter and so on, are defined in this paper. Through the thorough research, the basic theory of fully mechanized top-coal caving will be consummated, the stability and reliability of the system will be worked over by systems engineering, and the complex problems of equipment-selection and surround rock-displace which involved of many factors will be resolved.

Differences of the Project Management and Program Management

2014 ◽  
Vol 1030-1032 ◽  
pp. 2547-2550
Author(s):  
Hai Xie
Keyword(s):  
Project Management ◽  
Systems Engineering ◽  
Program Management ◽  
Project Managers ◽  
Project Management Office ◽  
Program Manager ◽  
Complex Projects ◽  
Decision Making Capacity ◽  
Cross Project ◽  
Project Level

Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.

An early-stage project complexity assessment tool for the AEC industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paulo Vaz-Serra ◽  
Peter Edwards ◽  
Guillermo Aranda-Mena
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
Early Stage ◽  
Management Practice ◽  
Assessment Model ◽  
Convenience Sample ◽  
Content Type ◽  
Complex Projects ◽  
Project Complexity ◽  
Complexity Assessment

Purpose Complex projects require careful management. They may expose stakeholders to greater risks and place additional demands upon resources. In the initial stages of project development, however, little may be known about the nature and magnitude of such complexity. This paper aims to ensure that this gap is at least subjectively assessed and addressed. Design/methodology/approach Research, using focus group workshops with a convenience sample of construction professionals, was carried out to test the validity of a Project Early Stage Complexity Assessment Tool (PESCAT). The PESCAT concept brings together selected complexity theories and uses subjectively based measures for assessment. Findings The findings confirm that an early-stage project complexity assessment tool is practicable and can contribute to project management practice in the construction industry. It should be applied by individual project stakeholders using small teams of experienced staff. PESCAT explores project complexity through “filter” sets of perspective factors which should be customised to reflect the stakeholder’s role and processes in a project. Originality/value In the initial complexity assessment model, resolution space and uncertainty were tested as project complexity parameters. However, in subsequent versions of the tool, four measures (differentiation and differentiation uncertainty; interdependency and interdependency uncertainty) are used in an innovative way that focuses users’ attention more clearly and points to a more targeted approach for addressing project complexity. The value of our model lies in its practical application and the project management benefits it can deliver.

Application of System Engineering to Project Management

2019 ◽  
Vol 8 (1) ◽  
pp. 79-93
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Complex Systems ◽  
Systems Engineering ◽  
Interdisciplinary Approach ◽  
System Engineering ◽  
Management Skills ◽  
Successful Completion ◽  
Team Members ◽  
Project Management System ◽  
Task Administration

Task administration is the procedure through which work is instated, arranged, executed, and controlled by a group to accomplish an objective. Since project management activities are different from normal business activities that are conducted every day, project management calls for special technical and management skills amongst team members. The successful completion of a project depends largely on systems engineering and the management of various programs. Systems engineering refers to an interdisciplinary approach that facilitates the realization and success of complex systems. The purpose of system engineering is to, therefore, influence the whole system through various cohesive subsystems. The principles of system engineering are synonymous with most characteristics of project management. System engineering is, therefore, applicable to advance project management. This paper looks at the application of system engineering to project management.

scholarly journals Application of fuzzy TOPSIS framework for selecting complex project in a case company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahm Shamsuzzoha ◽  
Sujan Piya ◽  
Mohammad Shamsuzzaman
Keyword(s):  
Large Scale ◽  
Fuzzy Topsis ◽  
Project Selection ◽  
Content Type ◽  
Selection Processes ◽  
Complex Projects ◽  
Project Complexity ◽  
Order Preference ◽  
Complex Project ◽  
Linguistic Assessment

Purpose This study aims to propose a method known as the fuzzy technique for order preference by similarity to ideal solution (fuzzy TOPSIS) for complex project selection in organizations. To fulfill study objectives, the factors responsible for making a project complex are collected through literature review, which is then analyzed by fuzzy TOPSIS, based on three decision-makers’ opinions. Design/methodology/approach The selection of complex projects is a multi-criteria decision-making (MCDM) process for global organizations. Traditional procedures for selecting complex projects are not adequate due to the limitations of linguistic assessment. To crossover such limitation, this study proposes the fuzzy MCDM method to select complex projects in organizations. Findings A large-scale engine manufacturing company, engaged in the energy business, is studied to validate the suitability of the fuzzy TOPSIS method and rank eight projects of the case company based on project complexity. Out of these eight projects, the closeness coefficient of the most complex project is found to be 0.817 and that of the least complex project is found to be 0.274. Finally, study outcomes are concluded in the conclusion section, along with study limitations and future works. Research limitations/implications The outcomes from this research may not be generalized sufficiently due to the subjectivity of the interviewers. The study outcomes support project managers to optimize their project selection processes, especially to select complex projects. The presented methodology can be used extensively used by the project planners/managers to find the driving factors related to project complexity. Originality/value The presented study deliberately explained how complex projects in an organization could be select efficiently. This selection methodology supports top management to maintain their proposed projects with optimum resource allocations and maximum productivity.

Evaluating Qualitative Research

2017 ◽  
Author(s):  
Jeasik Cho
Keyword(s):  
Qualitative Research ◽  
Large Scale ◽  
Academic Research ◽  
Research Community ◽  
Assessment Tools ◽  
Journal Articles ◽  
Journal Editors ◽  
The Past ◽  
Grant Proposals

This book provides the qualitative research community with some insight on how to evaluate the quality of qualitative research. This topic has gained little attention during the past few decades. We, qualitative researchers, read journal articles, serve on masters’ and doctoral committees, and also make decisions on whether conference proposals, manuscripts, or large-scale grant proposals should be accepted or rejected. It is assumed that various perspectives or criteria, depending on various paradigms, theories, or fields of discipline, have been used in assessing the quality of qualitative research. Nonetheless, until now, no textbook has been specifically devoted to exploring theories, practices, and reflections associated with the evaluation of qualitative research. This book constructs a typology of evaluating qualitative research, examines actual information from websites and qualitative journal editors, and reflects on some challenges that are currently encountered by the qualitative research community. Many different kinds of journals’ review guidelines and available assessment tools are collected and analyzed. Consequently, core criteria that stand out among these evaluation tools are presented. Readers are invited to join the author to confidently proclaim: “Fortunately, there are commonly agreed, bold standards for evaluating the goodness of qualitative research in the academic research community. These standards are a part of what is generally called ‘scientific research.’ ”

scholarly journals Controllable and decomposable multidirectional synchronizations

2021 ◽  
Author(s):  
Gábor Bergmann
Keyword(s):  
Systems Engineering ◽  
Large Scale ◽  
Mathematical Framework ◽  
Collaborative Systems ◽  
Consistency Constraints ◽  
Restoration Mechanism ◽  
Common Goals ◽  
Access Privileges ◽  
Novel Concept ◽  
Engineering Projects

AbstractStudying large-scale collaborative systems engineering projects across teams with differing intellectual property clearances, or healthcare solutions where sensitive patient data needs to be partially shared, or similar multi-user information systems over databases, all boils down to a common mathematical framework. Updateable views (lenses) and more generally bidirectional transformations are abstractions to study the challenge of exchanging information between participants with different read access privileges. The view provided to each participant must be different due to access control or other limitations, yet also consistent in a certain sense, to enable collaboration towards common goals. A collaboration system must apply bidirectional synchronization to ensure that after a participant modifies their view, the views of other participants are updated so that they are consistent again. While bidirectional transformations (synchronizations) have been extensively studied, there are new challenges that are unique to the multidirectional case. If complex consistency constraints have to be maintained, synchronizations that work fine in isolation may not compose well. We demonstrate and characterize a failure mode of the emergent behaviour, where a consistency restoration mechanism undoes the work of other participants. On the other end of the spectrum, we study the case where synchronizations work especially well together: we characterize very well-behaved multidirectional transformations, a non-trivial generalization from the bidirectional case. For the former challenge, we introduce a novel concept of controllability, while for the latter one, we propose a novel formal notion of faithful decomposition. Additionally, the paper proposes several novel properties of multidirectional transformations.

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