Supplier Involved Collaborative Project Management in Complex Product Development

In Complex Product Development (CPD) project, enterprises gather suppliers distributed in time, space under the thought of lean product development. However, increasing number of globally distributed project teams bring with great challenges for virtual projects to arrive at high levels of collaboration. This paper presents a Collaborative Project Management (CPM) framework that aims at improving suppliers’ integration in the process of project management by enhancing collaboration among a multi-tier supplier network. Related concepts, implementation steps and supporting tools in this framework are introduced. Finally, a prototype system was developed to provide enterprise an interface to collaborate with supplier network.

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Collaborative Project Management Methodology Between Major Stakeholders — A Key Success Factor

AISTech2019 Proceedings of the Iron and Steel Technology Conference ◽

10.33313/377/280 ◽

2019 ◽

Author(s):

P. Ghose

Keyword(s):

Project Management ◽

Success Factor ◽

Collaborative Project ◽

Collaborative Project Management ◽

Key Success Factor

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Collaborative Project Management Framework for Partner Network Initiation in Machining Domain

Proceedings of the 18th Online World Conference on Soft Computing in Industrial Applications (WSC18) - Advances in Intelligent Systems and Computing ◽

10.1007/978-3-030-00612-9_19 ◽

2018 ◽

pp. 215-233

Author(s):

Eduard Shevtshenko ◽

Igor Polyantchikov ◽

Kashif Mahmood ◽

Taivo Kangilaski ◽

Alexander Norta ◽

...

Keyword(s):

Project Management ◽

Collaborative Project ◽

Management Framework ◽

Collaborative Project Management

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Using Social Software for Teamwork and Collaborative Project Management in Higher Education

Advances in Web-Based Learning – ICWL 2010 - Lecture Notes in Computer Science ◽

10.1007/978-3-642-17407-0_17 ◽

2010 ◽

pp. 161-170 ◽

Cited By ~ 4

Author(s):

Na Li ◽

Carsten Ullrich ◽

Sandy El Helou ◽

Denis Gillet

Keyword(s):

Higher Education ◽

Project Management ◽

Social Software ◽

Collaborative Project ◽

Collaborative Project Management

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5. Lean, heavy, and disruptive projects

Projects: A Very Short Introduction ◽

10.1093/actrade/9780198727668.003.0005 ◽

2017 ◽

pp. 83-102

Author(s):

Andrew Davies

Keyword(s):

Project Management ◽

Product Development ◽

Portfolio Management ◽

Digital Technology ◽

Life Cycles ◽

Management Styles ◽

Lean Product Development ◽

The Past ◽

Development Approach ◽

Manage Innovation

‘Lean, heavy, and disruptive projects’ considers how project management was transformed in the 1980s and 1990s to manage innovation in increasingly competitive global markets. The ‘lean’ product development approach was created by Honda and Toyota to develop a wider range of products faster and with fewer errors than their Western car manufacturer counterparts. Over the past two decades, lean development has spread to many industries experiencing rapid product obsolescence and shorter product life cycles. It has also been supported by the rise in digital technology. Different project management styles for different types of projects are discussed, including those for breakthrough innovations, as well as portfolio management and project team structures.

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An Application to Select Collaborative Project Management Software Tools

Advances in Intelligent Systems and Computing - New Perspectives in Information Systems and Technologies, Volume 1 ◽

10.1007/978-3-319-05951-8_44 ◽

2014 ◽

pp. 467-476 ◽

Cited By ~ 3

Author(s):

Juliana Oliveira ◽

Anabela Tereso ◽

Ricardo J. Machado

Keyword(s):

Project Management ◽

Software Tools ◽

Collaborative Project ◽

Management Software ◽

Project Management Software ◽

Collaborative Project Management

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A HLA-Enabling Method in Collaborative Simulation Environment for Complex Product Development

Applied Mechanics and Materials ◽

10.4028/www.scientific.net/amm.16-19.234 ◽

2009 ◽

Vol 16-19 ◽

pp. 234-238

Author(s):

Miao Miao Fan ◽

Yu Shun Fan

Keyword(s):

Product Development ◽

Prototype System ◽

High Fidelity ◽

Simulation Environment ◽

Agent Model ◽

Complex Product ◽

Collaborative Simulation ◽

Forging Manipulator ◽

Abaqus Software

HLA-based collaborative simulation is an effective way to integrate different disciplinary models together for the design and development of complex product. In this paper, the HLA-enabling method based on HLA agent model is proposed to make models created through commercial software compatible with HLA standard. Next, a prototype system for forging manipulator system based on such HLA-enabling method is developed accordingly, where an approach of developing ABAQUS engine agent is proposed, which solves the difficulty of wrapping ABAQUS software. Finally, a case study on forging and manipulating process is conducted and verifies the high fidelity and effectiveness of our collaborative simulation technology.

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Inter-organizational collaboration challenges and preconditions in industrial engineering projects

International Journal of Managing Projects in Business ◽

10.1108/ijmpb-10-2019-0250 ◽

2020 ◽

Vol 13 (5) ◽

pp. 999-1023

Author(s):

Laura Saukko ◽

Kirsi Aaltonen ◽

Harri Haapasalo

Keyword(s):

Project Management ◽

Empirical Data ◽

Management Practices ◽

Industrial Engineering ◽

Engineering Project ◽

Collaborative Project ◽

Content Type ◽

Organizational Collaboration ◽

Collaborative Project Management ◽

Engineering Projects

PurposeThe purpose of this paper is to achieve an understanding of the challenges and preconditions for inter-organizational collaborative project practices in industrial engineering projects. A framework for identifying the challenges and preconditions for inter-organizational collaboration is presented.Design/methodology/approachThe adopted research method is qualitative, and empirical data were collected from the industrial engineering project sector in Finland. The literature related to industrial engineering projects and inter-organizational collaborative project management practices is summarized, informing the qualitative design of the study.FindingsBy analyzing empirical data from industrial engineering projects, the challenges for inter-organizational collaboration are identified in each industrial engineering project stage. A framework of preconditions for inter-organizational collaboration is identified, in which investors are advised to pay attention when deciding on the use of collaborative project management methods.Practical implicationsThe findings of this study help practitioners deal effectively with mechanisms aimed at fostering and hindering inter-organizational collaborative practices. The identified preconditions for inter-organizational collaboration provide support for decision-making in every phase of an engineering project and can be used as guidelines throughout the process.Originality/valueInter-organizational collaborative project management practices have recently been attracting attention in the industrial engineering project setting. This research is an attempt to identify the underlying forces supporting and preventing inter-organizational collaboration in industrial engineering projects. This study offers a framework that can help academics and project management practitioners deal with the challenges affecting inter-organizational collaboration at each project stage and consider preconditions for inter-organizational collaboration in industrial engineering project settings.

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