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This paper proposes an approach for developing a project management methodology to be applied on the specific context of industrialization projects. This particular type of projects comprise the development of manufacturing lines for products, the quality of the product itself being assessed the whole way through using the well-known stage-gate sys...
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... Industrialization projects are understood as projects that are related to the design of the manufacturing line to produce a certain product, which aims to reduce costs and increase the production capacity of the manufacturing line (Perrotta et al., 2017). This kind of environment has become more complex, developing important management challenges; thus, many organizations have implemented a stage-gate model (Cooper, 1990) as a way to manage the new product development and to ensure that the objectives are met to advance to the next project's phase (Chirumalla, 2018). ...
The allocation of human resources to projects is a critical decision-making process in project management, and it is crucial to the organization’s performance. The paper presents a study developed in an automotive company, focused on industrialization projects, where the project manager can manage more than one project simultaneously, being necessary to assign project managers to the projects. The main objective of this research was then to develop a tool to help in the capacity management of this type of projects, providing support to decision-makers (portfolio managers). A Design Science Research (DSR) approach was used to model and evaluate the tool developed, expecting to contribute to a better allocation of human resources. The main result obtained was a tool that allows to create the project schedule and the industrialization Project Manager (iPM) schedule. Additionally, it also includes a recommendation system for allocating an iPM to a project, and creates an automatic status report about the project.
... Industrialization projects are understood as projects that are related to the design of the manufacturing line to produce a certain product, which aims to reduce costs and increase the production capacity of the manufacturing line (Perrotta et al., 2017a). This kind of environment has become more complex, developing important management challenges; thus, many organizations have implemented a stage-gate model (Cooper, 1990) as a way to manage the new product development and to ensure that the objectives are met to advance to the next project's phase (Chirumalla, 2018). ...
The allocation of human resources to projects is a critical decision-making process in project management, and it is crucial to the organization's performance. The paper presents a study developed in an automotive company, focused on industrialization projects, where the project manager can manage more than one project simultaneously, being necessary to assign project managers to the projects. The main objective of this research was then to develop a tool to help in the capacity management of this type of projects, providing support to decision-makers (portfolio managers). A Design Science Research (DSR) approach was used to model and evaluate the tool developed, expecting to contribute to a better allocation of human resources. The main result obtained was a tool that allows to create the project schedule and the industrialization Project Manager (iPM) schedule. Additionally, it also includes a recommendation system for allocating an iPM to a project, and creates an automatic status report about the project.
... Industrialization projects are understood as projects that are related to the design of the manufacturing line to produce a certain product, which aims to reduce costs and increase the production capacity of the manufacturing line [4]. This kind of environment has become more complex and developed challenges in management; thus, many organizations have implemented the quality-gate model as a way to manage the new product development and to ensure that the objectives are met to advance to the next phase [5]. ...
The management of a project portfolio is a complex decision process because it encompasses the achievement of multiple objectives. A critical point that increases the complexity in the decision-making process of a portfolio manager is the allocation of human resources to manage the projects of the portfolio, project managers, which is crucial to the organization’s performance. In this case, the project manager can manage more than one project simultaneously and it is necessary to assign project managers to the projects, considering that project activities have an amount of work to be accomplished. The main objective of this work was to provide support for this capacity management problem, which aims to provide an easier decision-making process for the capacity management of an industrialization project portfolio. Therefore, it was developed: a hybrid model that creates a schedule respecting the resource constraints and the established due dates; a recommendation system that considers project managers’ allocation and projects requirements; and, an automatic status report that allows identifying the project portfolio capacity usage.
... In industrialization projects specific context, the role of project management may not be as evident as it should be [15]. According to Perrotta, Araújo, Fernandes, Tereso and Faria [16] the process of industrialization involves the analysis/understanding of all product requirements, the development of prototypes to increase product maturity before moving to the design of the manufacturing line. Typically, clients (internal or external, depending on the origin of the request) participate in this process, receive some prototypes to make their own evaluation and then provide feedback to the industrializing company. ...
... It was an unstructured focus group, allowing the presentation of the integrated process and providing openness for improvement suggestions. The methodology used, inspired in Perrotta, Araújo, Fernandes, Tereso and Faria [16], allowed to identify and decompose the existent project management practices, defining the As-Is model. Then this model was used as a starting point for the development of the To-Be model. ...
Nowadays, in response to the technological evolution of the markets, organizations need to effectively improve their product development process. The product development can be seen as a global project where the industrialization project is a subproject of the product development project. The use of an integrated project management process helps to ensure projects completion according to the schedule plan and to keep the cost inside the budget and the quality with acceptable standards. The main objective of this research was the improvement of the project management practices in industrialization projects in a company of the automotive sector. An integrated project management process was developed and key project management tools and techniques were proposed, considering the project organizational context. The stakeholders who participated in this research study perceived that improvements proposed will be an added value to the company, however, due to the time constraints, it was not possible to test and quantify the real benefits of the proposed improvements on the management of industrialization projects.
... These companies have several types of projects: innovation projects, new product development projects (which include industrialization projects), expansion projects, etc. According to Perrotta et al. [4] industrialization projects are related to the design of a manufacturing line to produce a certain product, aiming at reducing production costs and increasing manufacturing efficiency/efficacy. The authors referred important benefits of PM in industry: linking project objectives to strategic goals, increasing the communication across the organization, using common resources in order to level usage. ...
... This is the definition of a project. Despite the importance given to PM, there has been a greater difficulty in defining and measuring the true value of investment in PM [4]. The value will depend on its correct implementation [4]. ...
... Despite the importance given to PM, there has been a greater difficulty in defining and measuring the true value of investment in PM [4]. The value will depend on its correct implementation [4]. The adaptation of PM practices and the maturity of PM processes will have a significant impact on performance in terms of time and cost [7]. ...
Competitiveness in a world characterized by volatility, uncertainty, complexity and ambiguity, known by the acronym VUCA, is accelerating companies towards innovation. To ensure business continuity and control risk, companies must manage operations and projects with skilled teams and applying project management methodologies.
The research described in this paper was undertaken in a SME Portuguese company, specialized in offering research and development solutions for industry. The main goal of the research is to implement project management good practices and lean production methodologies to improve the global performance of the company. A structured and adaptive toolkit to prioritize, select, assign resources, plan, execute and monitor projects is also in development to help the company reaching its strategic goals.
The action-research methodology was used, with the researcher becoming part of the work environment, actively participating in the necessary tasks with other internal stakeholders, in a context of learning by doing. To implement the project management customized tools linked with the company strategic plan, the researcher used Business Process Management (BPM) and Lean principles. Some expected findings are the BPM customized solution implemented in the company as well as better organization and more efficient processes at the company, supported by Project Management methodologies.
This paper presents an integrated methodology for managing industrialisation projects combining know-how, abilities, instruments, and project management tools and techniques to fulfil more efficiently and effectively industrialisation requirements. Different research methods were used during an in-depth case study involving seven researchers over three years at an automotive industry company. Firstly, internal documents related to the organisation's specific set of rules for project management were analysed. Secondly, the organisation project managers' activities were observed. Thirdly, unstructured interviews were conducted to assess the organisation's project management awareness and the actual usage of tools and techniques. Finally, workflows were designed to represent the AS-IS model and the proposed TO-BE model. The methodology integrates a social project management approach, with social media tools, to improve communication between the industrialisation project management teams. Social project management is used to smoothly increase the projects' awareness and management within the global social ecosystem of the organisation.
This paper presents an integrated methodology for managing industrialisation projects combining know-how, abilities, instruments, and project management tools and techniques to fulfil more efficiently and effectively industrialisation requirements. Different research methods were used during an in-depth case study involving seven researchers over three years at an automotive industry company. Firstly, internal documents related to the organisation's specific set of rules for project management were analysed. Secondly, the organisation project managers' activities were observed. Thirdly, unstructured interviews were conducted to assess the organisation's project management awareness and the actual usage of tools and techniques. Finally, workflows were designed to represent the AS-IS model and the proposed TO-BE model. The methodology integrates a social project management approach, with social media tools, to improve communication between the industrialisation project management teams. Social project management is used to smoothly increase the projects' awareness and management within the global social ecosystem of the organisation.
Motivated by the project uncertainties of complex realities brought by the fourth industrial revolution, Industry 4.0 (I4.0), researchers must look at Lean project management (LPM) soft skills as a new mindset to have a holistic view of customer needs and to improve value to the organization. In the digital transformation era, it is essential that Lean practitioners develop socio-technical thinking while also prioritizing interpersonal soft skills that directly affect their ability to solve problems in order for the company to grow sustainably. This paper aims to identify the critical soft skills (CSSs) to implement LPM in the I4.0 era and to investigate, from the perspective of organizations, the latent factors for LPM implementation that generate sustainable value. For this purpose, a mixed-method approach was used, combining literature review and a survey with 166 Brazilian professionals. This empirical study intends to set the CSSs from a practice perspective and explore the benefits they generate throughout the organization. Data analysis was conducted with descriptive statistics and factorial analysis. Research findings revealed convergences regarding the practitioners’ perception regarding the ten CSSs identified in the literature, and portray two latent factors, human and process factors, which can assist decision-makers in implementing LPM by offering a better perspective of the key factors that add sustainable value for companies in the digital transformation context. This study contributes to the debate on rethinking traditional skills, accentuates the need for adjustments, and proposes a socio-technical framework that can be used in a project manager’s routine to enable better Lean project execution, help with decision making, and increase the understanding and meeting of customer needs.
The article describes the task of modeling a project for the development of a research and development management system (R & D) in transport sectors. The economic essence of the tasks is determined, the necessity of using information technologies is justified, the cost price calculation is formalized, design decisions are justified, informational support of the task complex is developed in the development of intelligent transport systems. Informational support of a set of tasks was developed, its software implementation was considered: data flow diagrams and functional diagrams were presented, and a system operation scenario was described. The management system solves the problem of determining the composition of research workers, calculating the planned and actual cost, the formation of contracts for the execution of work and the control of their payment cost analysis. The proposed management system can be used for any organizational structure of the enterprise and activities. The importance of solving to driven by energy efficiency in the transport sector. After the implementation of the system, the number of executed contracts will increase, profit from this area of the enterprise’s activity will increase, and the cost of processing information will also decrease.
This book includes a selection of articles from The 2019 World Conference on Information Systems and Technologies (WorldCIST’19), held from April 16 to 19, at La Toja, Spain.
WorldCIST is a global forum for researchers and practitioners to present and discuss recent results and innovations, current trends, professional experiences and challenges in modern information systems and technologies research, together with their technological development and applications.
The book covers a number of topics, including A) Information and Knowledge Management; B) Organizational Models and Information Systems; C) Software and Systems Modeling; D) Software Systems, Architectures, Applications and Tools; E) Multimedia Systems and Applications; F) Computer Networks, Mobility and Pervasive Systems; G) Intelligent and Decision Support Systems; H) Big Data Analytics and Applications; I) Human–Computer Interaction; J) Ethics, Computers & Security; K) Health Informatics; L) Information Technologies in Education; M) Information Technologies in Radiocommunications; and N) Technologies for Biomedical Applications.
