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Introduction to project management
Published in Adedeji B. Badiru, Ibidapo-Obe Oye, Babatunde J. Ayeni, Manufacturing and Enterprise, 2018
Adedeji B. Badiru, Ibidapo-Obe Oye, Babatunde J. Ayeni
The EPM tool provides companies with the tools needed to efficiently manage all of a company’s projects at an enterprise level. This involves viewing projects from a strategic perspective, allowing executives to prioritize projects and delegate resources, and determining how different projects fit. In recent years, organizations have been taking advantage of software to help manage their projects throughout the enterprise. A sample EPM tool is displayed in Figure 6.5. By 2003, there were hundreds of different products to assist in performing project management. There are three main categories of tools:Low-end tools: Handle single or smaller projects well.Mid-range tools: Handle multiple projects and users; Project 2000 is the most popular.High-end tools: Also called EPM software, often licensed on a per-user basis
Industry Trends in Project Management
Published in Gary L. Richardson, Brad M. Jackson, Project Management Theory and Practice, 2018
Gary L. Richardson, Brad M. Jackson
Enterprise Project Management (EPM) and Portfolio Management are two of the newer management practices shaping the view of project management in action today. Project Portfolio Management (PPM) is an organizational level methodology that caters to the enterprise-wide collection of projects, while EPM is less well described, but essentially deals more with the overall organizational processes utilized in executing projects. EPM enables organizations to manage projects as a collective portfolio of activities, rather than as separate, isolated initiatives with no overlap (QAI, 2005). EPM provides a big-picture perspective for all project assets, such as enterprise goals, staff, equipment, and budget; it allows projects to be aligned across departmental boundaries and containing key strategic organizational initiatives. This approach is designed to provide visibility to all project stakeholders so that overall project initiatives remain in alignment with organizational objectives, and required status information is properly communicated.
Deploying a Recall Mitigation Framework for Systems Engineering
Published in Engineering Management Journal, 2018
Md Shahnoor Amin, Timothy Blackburn, Andreas Garstenauer
This article summarizes a recall reduction framework that engineering program managers can utilize to deliver safer products. This framework would be best utilized during the early requirements engineering phase of a program, but prior to requirements being finalized. Such a framework could be applied to complex systems or System-of-Systems (SoS) consisting of multiple hardware and software elements. Since complex systems often have multiple stakeholders, the existing ISO 42010:2011 for architecture description is modified to incorporate this reality. One common example of a complex system is the modern car, which incorporates a myriad of modules and sensors. The automotive industry has seen gradual technological and safety developments to vehicles over the last century, from airbag modules to hybrid-electric powertrain systems. However, each technical addition can be challenging to integrate and requires systems thinking to ensure that overall safety is not compromised by unintended interactions. Within the automotive industry, traditional systems engineering (SE) tools like Failure Mode and Effects Analysis (FMEA) and Failure Tree Analysis (FTA) assist Engineering Program Managers (EPM) or systems engineers in identifying potential failure modes and in developing mitigation controls. The EPM generally serves as the primary interface between stakeholders and internal departments, while managing/coordinating resources to meet the program objectives. Nevertheless, recalls continue to rise within the automotive industry, despite usage of these tools, indicating that current SE frameworks may not fully incorporate recall mitigation strategies.