Product& Project Lifecycle Management

Introduction

Product

• In noun product is defined as a "thing produced by labor or effort" or the "result of an act or a process", and stems from the verb produce, from the Latin prōdūce (re) '(to) lead or bring forth'. Since 1575, the word "product" has referred to anything produced. Since 1695, the word has referred to "thing or things produced". The economic or commercial meaning of product was first used by political economist Adam Smith

Product• In marketing, a product is anything that can be

offered to a market that might satisfy a want or need. In retailing, products are called merchandise. In manufacturing, products are purchased as raw materials and sold as finished goods. Commodities are usually raw materials such as metals and agricultural products, but a commodity can also be anything widely available in the open market. In project management, products are the formal definition of the project deliverables that make up or contribute to delivering the objectives of the project

Product

• In general, product may refer to a single item or unit, a group of equivalent products, a grouping of goods or services, or an industrial classification for the goods or services.

• A related concept is subproduct, a secondary but useful result of a production process.

• Dangerous products, particularly physical ones, that cause injuries to consumers or bystanders may be subject to product liability

Product• Tangible and intangible products• Products can be classified as tangible or intangible. A

tangible product is any physical product that can be touched like a computer, automobile, etc. An intangible product is a non-physical product like an insurance policy.

• In its online product catalog, retailer Sears, Roebuck and Company divides its products into departments, then presents products to shoppers according to (1) function or (2) brand. Each product has a Sears item number and a manufacturer's model number. The departments and product groupings that Sears uses are intended to help customers browse products by function or brand within a traditional department store structure

Project Life Cycle• The PLC refers to a logical sequence of activities to

accomplish the project’s goals or objectives. Regardless of scope or complexity ,any project goes through a series of stages during its life. The Four phases are

• 1 –Initiation – In this first stage, the scope of the project is defined along with the approach to be taken to deliver the desired outputs..The Project manager is appointed and in turn, he selects the team members based on their skills and experience. The most common tools or methodologies used in this phase are Project charter, Business Plan, Project framework, Business case justification and Milestones reviews.

Project Life Cycle ( contd.)

• 2 -Planning – The Second phase should include a detailed identification and assignment of each tasks under the project. It should also include a risk analysis and a definition of a criteria for the successful completion of each deliverable. The governance process is defined, stake holders identified and reporting frequency and channels agreed. The most common tools or methodologies used in the planning stage are business plan and Milestones reviews.

Project Life Cycle ( contd.)• 3 – Execution and Controlling – THE MOST IMPORTANANT

ISSUE IN THIS PHASE IS TO ENSURE PROJECT ACTIVITIES ARE PROPERLY EXECUTED AND CONTROLLED. During the execution phase, the planned solution is implemented to solve the problem specified in the project’s requirements. In product and system development, a design resulting in a specific set of product requirements is created. This convergence is measured by prototypes, testing ,and reviews. As the execution phase progressess,groups across the organization becomes deeply involved in planning for the final testing, production and support. The most common tools \ methodologies used in the execution phase are can update of Risk analysis and Score cards, in addition to Business plan and Milestones reviews.

Project Life Cycle ( Contd.)• 4 –Closure – In this last phase, the project manager

must ensure that the project is brought to its proper completion. The closure phase is characterized by a written formal project review report containing the following components : a formal project review report containing the following components : a formal acceptance of the final product by client Weighted Critical Measurement ( matching the initial requirement specified by the client with the final delivered product),rewarding the team, a list of lessons learned ,releasing project resources and a formal project closure notification to higher management. No special tool \methodology is needed during the closure phase.

Definition

• In Industry Product Lifecycle Management ( PLM) is the process of managing the entire lifecycle of a product from its conception, thru Design and manufacture to service and disposal.

• PLM integrates people ,data,processess and business systems and provides a product information backbone for companies and their extended enterprises.

• PLM describes the engineering aspect of a product from managing descriptions and properties of a product through its development and useful life.

Benefits• Reduced time to market• Improved product quality• Reduced prototyping costs• More accurate & timely request for Quote generation• Ability to quickly identify potential sales opportunities &

revenue contributions• Savings thru’ the re-use of original data• A frame work of product optimization• Reduced waste• Integration of Engineering work flows• Ability to provide Contract Manufacturers with access to a

centralized product record.

Areas of PLM

• 1 – Systems Engineering• 2 – Product & Portfolio Management-PPM• 3 –Product Design• 4 –Manufacturing Process Management –

MPM• 5- Product Data Management - PDM

Areas of PLM

• 1-Systems Engineering –SE is focused on meeting all requirements primary meeting customer needs and coordinating the Systems Design process by involving all relevant disciplines.

• SE techniques are used in complex projects: spacecraft design, computer chip design,robotics,software integration,& bridge building.

• SE uses a host of tools that include modeling,simulation,requirement analysis & scheduling to manage complexity

Areas of PLM (contd.)• 2 –Product & Portfolio Management –PPM –• Product management is a organational lifecycle function

within a company dealing with the planning or forecasting or marketing of a product v\s at all stages of product life cycle. Are differently Product management (inbound focused) and product marketing(outbound focused) are different yet complementary efforts with the objective of maximizing sales revenue, market share and profit margins. The role of product management spans many activities from strategic to tactical and varies based on the organization structure of the company. Product management can be a function separate on its own and a member of marketing or engineering

Areas of PLM ( contd.)

• While involved with the entire product life cycle, product management’s main focus is on driving new product development. Superior and differentiated products – ones that deliver unique benefits and superior value to the customer-is the number one driver of success and product profitability.

Areas of PLM• Product Design – is concerned with the efficient & effective

generation and development of ideas through a process that leads to new products.

• Product Designers conceptualize and evaluate ideas, making them tangible through products in a more systematic approach. Their role is to combine art, science and technology to create tangible three-dimensional goods. This evolving role has been facilitated by digital tools that allow designers to communicate, visualize and analyze ideas in a way that would have taken greater manpower in the past.

• Product design is sometimes confused with Industrial design Industrial Design is concerned with the aspect of that process that brings that sort of artistic form and usability usually associated with craft design to that of mass produced goods.

•

Areas of PLM ( contd.)• 4 –Manufacturing Process Management- MPM is a

collection of technologies and methods used to define how products are to be manufactured.MPM differs from ERP ,which is used to plan the ordering of materials and other resources, set manufacturing schedules and complete cost data.

• A cornerstone of MPM is the central repository for the integration of all these tools and activities aids in the exploration of alternative production line scenarios, making assembly lines more efficient with the aim of reduced lead time to product launch, shorter product times and reduced WIP inventories as well as allowing rapid response to product\product changes.

Areas of PLM ( contd.)5 – Product Data Management Product data

management (PDM) is the use of software or other tools to track and control data related to a particular product. The data tracked usually involves the technical specifications of the product, specifications for manufacture and development, and the types of materials that will be required to produce goods. The use of product data management allows a company to track the various costs associated with the creation and launch of a product. Product data management is part of product life cycle management, and is primarily used by engineers

Areas of PLM- PDM• Within PDM the focus is on managing and tracking

the creation, change and archive of all information related to a product. The information being stored and managed (on one or more file servers) will include engineering data such as Computer-aided design (CAD) models, drawings and their associated documents.

• Product data management (PDM) serves as a central knowledge repository for process and product history, and promotes integration and data exchange among all business users who interact with products — including project managers, engineers, sales people, buyers, and quality assurance teams

Areas of PLM-PDM• The central database will also manage metadata such as

owner of a file and release status of the components. The package will: control check-in and check-out of the product data to multi-user; carry out engineering change management and release control on all versions/issues of components in a product; build and manipulate the product structure bill of materials

(BOM) for assemblies; and assist in configurations management of product variants.

• This enables automatic reports on product costs, etc. Furthermore, PDM enables companies producing complex products to spread product data into the entire PLM launch-process. This significantly enhances the effectiveness of the launch process

Areas of PLM-PDM• Product data management is focused on capturing and

maintaining information on products and/or services through its development and useful life. Typical information managed in the PDM module include

• Part number• Part description• Supplier/vendor• Vendor part number and description• Unit of measure• Cost/price• Schematic or CAD drawing• Material data sheet

Areas of PLM- PDM• PDM Advantages:• Track and manage all changes to product related

data• Accelerate Return of Investment with easy

setup;• Spend less time organizing and tracking design

data;• Improve productivity through reuse of product

design data;• Enhance collaboration

Areas of PLM-PDM• PDM stems from traditional engineering design activities

that created product drawings and schematics on paper and using CAD tools to create parts lists (Bills of Material structures - BOM). The PDM and BOM data is used in enterprise resource planning (ERP) systems to plan and coordinate all transactional operations of a company (sales order management, purchasing, cost accounting, logistics, etc.)

• PDM is a subset of a larger concept of product lifecycle management (PLM). PLM encompasses the processes needed to launch new products (NPI), manage changes to existing products (ECN/ECO) and retire products at the end of their life .

Areas of PLM-PDM• Capabilities• PDM systems vary in their functionality, but some of their

common capabilities are described below.• Access control• Access control to each element in the product definition data base

can be specified. Read only access can be given to personnel not directly involved with the design, development and planning process. Creation and maintenance access can be given to the individuals responsible for product and process design. As Product Data Management systems evolve towards Collaborative Product Commerce (CPC) systems which are used across multiple enterprises in a supply chain, access control becomes more critical and requires control to limit access to specific projects, products or parts for a specific supplier or customer

Areas of PLM-PDM

• Component / Material Classification• Components and materials can be classified and

organized and attributes assigned. This supports standardization by identifying similar components/materials, eliminating redundancy, and establishing a preferred parts list. Establishing classes and subclasses with attributes allows a designer to search and select a needed material, component or assembly with minimal effort thereby avoiding having to re-specifying an existing or similar component or material

Areas of PLM-PDM• Product Structure• Since the relationship of a product's parts is a logical one

maintained by the information system rather than a fixed physical relationship as represented on a drawing, it is possible to readily maintain more than one relationship. This will allow different views of part relationships in assemblies to correspond to the various departmental needs (e.g., engineering and manufacturing product structures), while maintaining rigor and consistency of the product's definition through this single data base. Thus, this one logical data base can support product and process design requirements as well as maintain part relationships to serve as a manufacturing bill of materials for MRP II/ERP

Areas of PLM-PDM

• In other words, PDM provides the ability to hold not just the physical relationships between parts in an assembly but also other kinds of structures; for instance, manufacturing, financial, maintenance or document relationships. So, it is possible for specialist team members to see the product structured from their point of view. Product data can be accessed via this complete Bill of Materials. This access includes assemblies, parts and related documents. An integrated approach to developing, organizing and maintaining part and product definition data facilitates the design process, makes design data more readily usable and enhances integration with process requirement

Areas of PLM-PDM• Engineering Changes• Engineering changes can be facilitated with this configuration

management and administrative control embedded within the system. CAE/CAD tools will enable engineering changes to be more thoroughly developed and analyzed to better define change impact. Once a design has been created, it can be checked-out electronically to a workstation for engineering changes. When the changes have been made, it can be returned to the central database and placed in a queue or an email notification sent for approval by designated parties. In this manner, a Change Control Board (CCB) can even "convene" and provide individual member's input electronically. In addition to supporting engineering analysis, information related to procurement, inventory, manufacturing and cost is available for members of the CCB to evaluate, designate the affectivity of the change and determine the disposition of existing item

Areas of PLM-PDM• Process Management and Workflow• PDM systems support process management by defining process steps

related to the development, distribution and use of product data. The process is defined in the form of specified process steps and release or promotion levels that the data must achieve. The manner in which the process is defined varies with every PDM system. Within a project, responsibilities are defined for the process steps - who needs to approve the data or work on the data before it moves to the next release or promotion level. While, the current process is defined in a company's configuration management or engineering change procedures and in its new product development process, often changes have to be made to take advantage of the communication and coordination capabilities of the PDM system. This new data is moved to the next person's "in basket" within PDM or an email notification is sent.

Areas of PLM-PDM• Collaboration• Collaboration can be supported in several ways. First, a PDM system may

be the gateway that a team uses to access the information under discussion avoiding the need to copy and distribute a series of paper documents. Second, the PDM system may provide a synchronous or asynchronous collaboration environment for team members to access, present, review and produce feedback on product and process information. Further, this collaboration tool may incorporate viewing and mark-up capability, as well as provide the ability to store marked-up files or documents submitted by collaborators. Third, what are now described as collaborative product commerce systems (CPC), provide extended PDM functionality and access control outside the enterprise for customers, suppliers and interested third parties (e.g., regulatory agencies). This speeds the distribution of information, enhances coordination, and speeds the capture of feedback

Introduction• The major key point events ,Design,

freeze ,Launch– The reality is more complex ,people and

Departments can not perform their tasks in isolation and one activity can not simply finish and the next activity start. Design is an iterative process, often Designs need to be modified due to manufacturing constraints or due conflicting requirements Where exactly a customer order fits in time line depends on the industry type,wthether the products are for example Build to Order , Engineer to Order or Assemble to Order.

Introduction…..( contd.)

• The main processes are• Conceive – Specification ,Concept design• Design – detailed Design ,validation&

analysis , Tool Design• Realize – Plan manufacturing ,Manufacture,

Build\Assemble, Test• Service – Sell & Deliver ,Use, Maintain &

Support ,dispose

Phase 1-Conceive• Imagine ,specify, plan innovate• The first stage in idea is the definition of its

requimentds based on customer ,company, market band regulatory bodies' viewpoints. From this specification of the products major technical parameters can be defined. Parallel to the requirements specification the initial concept design work is carried out defining the visual aesthetics of the product together with its main functional aspects. For the Industrial design , styling work many different media are used from pencil \ paper, clay models to 3D CAID computer aided industrial design software

Phase 1- Conceive ( contd.)

• Industrial Design – is a combination of applied art and applied science, herby aesthetics, ergonomics and usability of products may be improved for marketability and production.

• The role of an Industrial Designer is to create and execute design solutions towards problems of form, usability , physical ergonomics ,marketing ,brand development and sales

Phase 2 -Design• Describe ,define,develop,test,analyze and validate • This is where the detailed design and development of the

product’s form starts , progressing to prototype testing, through pilot release to full product launch. It can also involve redesign and ramp for improvement to existing products as well as planed obsolescence The main tool for design ad development is CAD computer aided design. This can be simple 2D drawing \ drafting or 3D parametric Feature Based Solid\ Surface Modelling.Such software includes technology such as Hybrid Modeling, Reverse Engineering, KBE ( Knowledge Based Engineering) , NDT ( Non destructive testing ), Assembly construction

Phase 2 – Design ( contd.)• This step covers many engineering disciplines including

Mechanical , Electrical , Electronic ,Software and domain –specific, such as Architectural ,Aerospace ,Automotive…..along with the actual creation of geometry there is the analysis of the components and product assemblies. Simulation ,validation and optimization tasks are carried out using CAE – Computer Aided Engineering software either integrated in the CAD package or stand alone. These are used to perform tasks such as – Stress analysis,FEA ( Finite Element Analysis), Kinematics Computational fluid Dynamics ( CFD ) and mechanical event simulation( MED) ,CAQ ( Computer Aided Quality) is used for tasks such as Dimensional Tolerance engineering Analysis. Another task performed at this stage is the sourcing of bought out componants,possibly with the aid of Procurements systems

Phase 2-Design ( contd.)

• Planned obsolescence – • Computer Aided Design-• Reverse Engineering –• Knowledge Based Engineering• Nondestructive testing –• Computer Aided Engineering• Finite Element Analysis –• Kinematics –• Computational fluid Dynamics• Mechanical event Simulation( MES)• CAQ – Computer Aided Quality –• Dimensional Tolerance Engineering

Phase 3 - Realize • Once the Design of the products' components is

complete , he method of manufacturing is defined. This includes CAD tasks such as tool design ,creation of CNC Machining instructions for the products parts as well as tools to manufacture those parts ,using integrated or separate Cam ( Computer Aided Manufacturing) method has been identified CPM comes into play . This involves CAP \ CAPP – Production Planning Tools for carrying out Factory , Plant , and Facility Layout and Production Simulation.

• For example Press Line simulation and Industrial Engineering as well as Tool selection management.

Phase 3- Realize ( contd.)• Once components are manufactured their

geometrical form and size can be checked against the original CAD data with the aid of Computer Aided Inspection equipment and software.

• Parallel to the engineering tasks, Sales product configuration and marketing documentation work will be taking place..this could include transferring engineering data ( part list ) to a web based sales configuration and other Desktop Publishing systems.

Phase 3 – Realize ( contd.)• Computer Aided Manufacturing – CAM is the use of computer

software to control machine tools and related machinery in the manufacture of work pieces. This is not only the definition for CAM, but is the most common.CAM may also refer to the use of a computer to assist in all operations of a manufacturing plant, including planning ,management , transportation and storage. Its primary purpose is to create a faster production process and components and tooling with more precise dimensions and material consistency, which in some cases, uses only the required amount of raw material, thus minimizing waste, while simultaneously reducing energy consumption.

• CAM is a subsequent computer aided process after computer aided design( CAD ) and sometimes Computer Aided Engineering ( CAE ) ,as the model generated in CAD and verified in CAE can be input into CAM software which then controls the machine tool.

Phase 3 – Realize ( contd.)• Desktop Publishing – Also called DTP combines a personal

computer and WYSIWYG page layout software to create publication documents on a computer for either large scale publishing or small scale multifunction peripheral output and distribution.

• The term ‘desktop publishing’ is commonly used to describe page layout skills. However the skills and software are not limited to paper and book publishing. The same skills and displays, promotional items, trade show exhibits, retail package designs and outdoor signs.

• WYSIWYG – is what you see when you get. The term is used in computing to describe a system in which content displayed during editing appears very similar to the final output, which may be printed document, web page, slide presentation or even the computerized lighting for a theatrical event.

Phase 4- Service

• Use , operate,maintain,support,sustain,phase out,retire,recycle and disposal

• The final phase of the lifecycle involves managing of in service information. Providing customers and service engineers with support information for repair and maintenance as well as waste management \ recycling information. This involves using such tools such as Maintenance ,Repair and Operations Management software.

All phases ; product Life cycle• Communicate ,manage and collaborate• None of the above phases can be seen in isolation of

other product development projects. In reality a project does nor run subsequently or in isolation of other product development projects.

• Information is flowing between different people and systems . A major part of PLM is the coordination of and management of product definition date. This includes managing engineering changes and release status of componants,configeration product variations, document management, planning project resources and time scale and risk assessment.

All phases : Product Life Cycle• For these tasks graphical, text and data such as

BOM bill of Materials needs to be managed. At the engineering department level this is the domain of PDM – Product Data Management software, these two definitions tend to blur however but it is typical to see two or more data management systems within an organization. These systems are also linked to other corporate systems such as SCM,CRM,and ERP . Associated with these systems are Project Management for Project \ Program Planning

All phases : Product Life Cycle• This central role is covered by Collaborative Product

Development tools which run throughout the whole lifecycle and across organizations. This requires many technology tools in the areas of Conferencing ,Data sharing ,and Data Translation. The field being Product visualation which includes technologies such as DMU ( Digital Mock Up ) ,Immersive Virtual Digital Prototyping and Photo realistic imaging.

• Alphanumeric – is a combination of alphabetic and numeric ( also called alphabetic ) and is used to describe the collection of Latin Letters and Arabic Digits used by much of western society. there are either 36 single case or 62 case sensitive alphanumeric characters. The alphameric character set consists of numbers 0 to 9 and letters A to Z

All phases : Product Life Cycle• Product Visualation – involves visualation software technology for

the viewing and manipulation of 3D models, technical drawing and other related documentation of manufactured components and large assemblies of the product. Product visualation software typically provides high level of photorealism so that a product can be viewed before it is actually manufactured. This supports functions ranging from design and styling to sales and marketing.

• Technically visualization is an important aspect of product development. Originally technical drawings were made by hand, but with the rise of advanced computer graphics the drawing board has been replaced by Computer Aided Design ( CAD ) .CAD drawings and models have several advantages over hand made drawings such as the possibility of 3 D modeling, rapid prototyping and simulation.

All phases : Product Life Cycle

• Visual Communication –Visual Communication- is the communication of ideas through the visual display of information.Primerly associated with two dimensional images ,it includes alphanumeric ,art, signs and electronic resources. Recent research in the field has focused on web design and graphically oriented use ability.

All phases ; Product Life Cycle• Visualization techniques – Examples• i –Constructing isosurfaces - An isosurface is a three

dimensional analog of a isoline.It is a surface that represents point of constant value ( e.g. pressure,temprature,velocity, density) within a volume of space

• ii- Direct volume rendering – is a technique used to display a 2D projection of a 3D discreetly sampled data.

• iii-Charts – pie chart, bar chart ,histogram etc• iv – Maps• v- Table , Matrix

Product Development processes & Methodologies

• 1 – Concurrent engineering work flow – Also called Simultaneous engineering is a work flow that instead of working sequently through stages, carries out a number of tasks in parallel. For example : starting tool design before the detailed designs of the product are finished, or starting on detail design solid models before the concept design surfaces models are complete. Although this does not necessarily reduce the amount of manpower required for a project, it does drastically reduce lead times and thus time to market. Feature based CAD systems have for many years allowed the simultaneous work on 3D solid models and the 2D drawing by means of two separate files, with the drawing looking at the data in the model, when the model changes the drawing will associatively update

Product development processes & Methodologies

• Some CAD packages also allow associative copying of geometry between files. This allows ,for example ,the copying of a part design into the files used by the tooling designer. The manufacturing engineer can the start work on tools before the final design freeze, when a design changes size or shape, the tool geometry will then update. Concurrent engineering also has the added benefit of providing better and more immediate communication between departments, reducing the chance of costly ,late design changes. It adopts a problem prevention method as compared to the problem solving and re-designing method of traditional sequential engineering.

Product Dev.processes& methodologies

• 2 –Bottom up Design – Bottom Up Design (CAD centric) occurs where the definition of 3D Models of a product starts with the construction of individual componants.These are then virtually brought together in subassemblies of more than one level until the full product is digitally defined. This is sometimes known as the review structure showing what the product will look like. The BOM contains all of the componants,it may contain other items required for final product.BOM such as Paint ,glue oil and other materials commonly described as ‘bulk items’. Bulk items typically have mass and quantities but are not usually modeled with geometry .

Product Dev. Processes\ Methodologies (contd)

• Bottom up design tends to focus on the capabilities of available real-world physically technology, implementing those solutions which this technology is most suited to. When these bottom up solutions have real world value, bottom up design can be much more efficient than top down design. The risk of bottom up design is that it very efficiently provides solutions to low-value problems. The focus of Bottom Up design is ‘ what can we most efficiently do with this technology’ rather than the focus of Top-Down which is ‘what is the most valuable thing to do.’

Product dev.Processes\Methodologies

• 3 – Top Down Design – Top Down Design is focused on high level functional requirements ., with relatively less focus on existing implementation technology. A top level spec is decomposed into lower and lower level structures and specifications,untill the physical implementation layer is reached. The risk of a top down design is that it will not take advantage of the most efficient applications of current physical technology, especially with respect to hardware implementation. Top down design sometimes results in excessive layers of lower –level abstraction and inefficient performance when the Top down model has followed an abstraction path which does not efficiently fit available physical –level technology. The positive value of Top DOWN design is that it preserves a focus on the optimum solution requirements.

Product Dev. Process \Methodologies

• A Part –Centric Top Down Design may eliminate some of the risks of Top –Down design. This starts with a layout model , often a simple2D sketch defining basic sizes and some major defining parameters. Industrial Design ,brings creative ideas to product development. Geometry from this is associatively copied down to the the next level, which represents different sub-systems of the product..The geometry in the subsystems is then used to define more details in level . Depending on the complexity of the product, a number of levels of this assembly are created until the basic definition of components can be identified, such as position and principal dimensions. this information is then associately copied to component files. In these files the components are detailed, this is where the classic bottom up assembly starts.

Product Dev. Process \ Methodologies

• The top down assembly is sometimes known as a control structure. If a single file is used to define the layout and parameters for the review structure it is often known as Skeleton file.

• Defense engineering traditionally develops bthe product structure from the top down. the system, engineering process prescribes a functional decomposition of requirements and the physical allocation of product structure to the functions. this top down approach would normally have lower levels of the product structure developed from CAD data as a bottom up structure or design.

Both-Ends-Against-The-Middle design

•Both-Ends-Against-The-Middle (BEATM) design is a design process that endeavors to combine the best features of Top-Down design, and Bottom-Up design into one process. A BEATM design process flow may begin with an emergent technology which suggests solutions which may have value, or it may begin with a top-down view of an important problem which needs a solution. In either case the key attribute of BEATM design methodology is to immediately focus at both ends of the design process flow:a top down view of the solution requirements, and a bottom up view of the available technology which may offer promise of an efficient solution.

Both-Ends –Against-The –Middle design

• The BEATM design process proceeds from both ends in search of an optimum merging somewhere between the top-down requirements, and bottom-up efficient implementation. In this fashion, BEATM has been shown to genuinely offer the best of both methodologies. Indeed some of the best success stories from either top-down or bottom-up have been successful because of an intuitive, yet unconscious use of the BEATM methodology. When employed consciously ,BEATM offers more powerful advantage.

Front loading design and work

• has been defined or a project kick-off has been authorized. These assemblies of files constitute a template from which a family of products can be constructed. When the decision has been made to go with a new product, the parameters of the product are entered into the template model and all the associated data is updated. Obviously predefined associative models will not be able to predict all possibilities and will require additional work.

Front loading Design and Work• The main principle is that a lot of the

experimental/investigative work has already been completed. A lot of knowledge is built into these templates to be reused on new products. This does require additional resources “up front” but can drastically reduce the time between project kick-off and launch. Such methods do however require organizational changes, as considerable engineering efforts are moved into ‘offline’ development departments .It can be seen as an analogy to creating a concept car to test new technology for future products , but in this case the work is directly used for the next product generation.

Design in context

• Individual components cannot be constructed in isolation. CAD; CAiD models of components are designed within the context of part or all of the product being developed. This is achieved using assembly modelling techniques. Other components’ geometry can be seen and referenced within the CAD tool being used. The other components within the sub-assembly, may or may not have been constructed in the same system, their geometry being translated from other CPD formats. Some assembly checking such as DMU is also carried out using Product visualization software

Product and process lifecycle management (PPLM)

• Product and process lifecycle management (PPLM) is an alternate genre of PLM in which the process by which the product is made is just as important as the product itself. Typically, this is the life sciences and advanced specialty chemicals markets. The process behind the manufacture of a given compound is a key element of the regulatory filing for a new drug application. As such, PPLM seeks to manage information around the development of the process in a similar fashion that baseline PLM talks about managing information around development of the product.

Market size

• Total spending on PLM software and services was estimated in 2006 to be above $15 billion a year, but it is difficult to find any two market analysis reports that agree on figures. Market growth estimates are in the 10% area

Product information management

• Product information management or PIM refers to processes and technologies focused on centrally managing information about products, with a focus on the data required to market and sell the products through one or more distribution channels. A central set of product data can be used to feed consistent, accurate and up-to-date information to multiple output media such as web sites, print catalogs, ERP systems, and electronic data feeds to trading partners. PIM systems generally need to support multiple geographic locations, multi-lingual data, and maintenance and modification of product information within a centralized catalog to provide consistently accurate information to multiple channels in a cost-effective manner

Product information management

• The increasing number of channels for product data (e.g., web sites, print catalogs, electronic data feeds) emphasized the need for product information management, as information kept by businesses is frequently scattered throughout disparate departments and held by certain employees or systems instead of being available centrally. Product data often exists in ERP systems, R&D PLM systems, spreadsheets and personal databases. Data are saved in various different formats or are only available in hardcopy form. Information is utilized in varying environments and contexts such as for detailed product descriptions with pricing info in product catalogs or for size and weight data for calculating freight costs in a logistics department. PIM in this example represents a solution for centralized, media-independent data maintenance for providing purchasing, production and communications data for repeated use on/in multiple IT systems, languages, output media and publications. It also provides a solution for efficient data collection, management, refinement and output

Production Information Management

• PDM – Product data management derives from the concept of engineering data management (EDM), denoting systems for the effective management of product development data and the coordination of manufacturing-related processes. The term is used primarily in the field of computer-aided design (CAD).

• PRM – Product resource management is used by some software providers as a synonym for PIM (Product Information Management), as well as Product Content Management (PCM), mainly popular as a term in England and France.

• Product lifecycle management (PLM) refers more to a management strategy than to a specific IT technology, the goal of which is to optimize product life cycles through the gathering and analysis of product data generated over time.

Media Asset Management

• Media asset management (MAM) refers to the management of unstructured multimedia objects such as images, graphics and presentations as well as ‘meta-information’ (data about data). The term is used primarily in the media business.

• Cross media publishing (CMP) comes from the print and advertising industries, referring to the coordinated use of multiple media in complementary fashion. It also denotes the repeat usage of individual structural elements such as text, images or graphics within different media.

Enterprise Content Management• Link with enterprise content management• Enterprise content management is a term encompassing

technologies, methods and tools used for gathering, imaging, storing, archiving and providing the support . Document management systems (DMS) are deployed for archiving, and PDM involves the management of structured, technical data for such applications as parts diagrams and lists. Content management systems (CMS) are more commercially oriented and provide a framework for knowledge management or informational service offerings through the management of unstructured, document-type content. PIM systems are used to manage structured data in a business context for feeding into any kind of distribution channel, from electronic catalogs to online shops to print catalogs

Enterprise Content Management• Technological basis of product information management (PIM)• PIM systems consolidate all product information onto a single

platform. In terms of company IT infrastructure, this means having a PIM platform running over alongside a classic Oracle or open-source database such as MySQL with a J2EE application server, and/or xml based exchange of product information (e.g., using the Open ICEcat format). This forms a foundation upon which to build sales and procurement business processes. With PIM solutions, access and user authorizations for all database information, ordering processes linked with such inventory management systems as SAP and the mechanisms for modular expansions are managed via a web-based administration interface

Current PIM applications• Electronic catalogs• Procurement systems and platforms such as online marketplaces

are based upon electronic catalogs. PIM systems can load descriptive product information as content into a catalog management solution, where products are grouped and managed for specific target markets. Data exchange interface standards such as Open ICEcat,CNet, BMEcat and OCI allow seamless interchange of electronic catalogs between vendors on the one hand and purchasing firms and marketplace operators on the other. Procurement solutions are closely related, which automate the procurement process for purchasing goods and services. These create transparency for the product data of multiple vendors to support the centralized management of multi-supplier catalogs and facilitate price and quality research.

WEB \WEBSHOP content

• Website / web shop content• Centralized data management is particularly well-

suited for company websites, as documents, content and media objects such as product images can be linked with other business objects such as customers or products. An e-commerce component manages the ordering process and the online presentation of dynamic content. The solution has to integrate seamlessly into inventory management and logistics systems in order to provide real cost savings

Product Catalog

• Product catalog• Centrally maintained data can also be accessed

for print or CD catalogs and websites. The publishing component of an e-business solution creates pooled data, making it possible to save and manage catalog content in a media-independent manner. The better the layout and output capabilities of the associated desktop publishing program, the more catalog production can be automated

PIM Solutions• The market for PIM solutions• PIM is still a young market segment. It only started gaining broader

attention among customers in the second half of 2004, as market analysts and the media began taking a closer look at this type of solution.

• PIM solutions are most relevant for use by medium to large-sized firms in retailing, consumer goods and manufacturing. The following are the primary considerations in opting for a PIM solution:

• wide array of products• frequently changing product characteristics• non-uniform IT infrastructure (potentially resulting from merger activity)• successful online business• customer pressure to offer electronic ordering

PIM Solutions(contd.)• PIM becomes strategically necessary when major customers start

demanding that new data sharing standards (such as global data synchronization) be supported, in conjunction with an international expansion strategy. The effective consolidation of product information and reconfiguration of processes built thereupon is however critical for a successful strategic business outcome. A distributor of catalogs, for example, looking to expand into five new countries without having to realign its catalog production processes will probably be unable to execute on such a strategy.

• PIM becomes essential when integrating with SaaS vendors. Keeping the core product classification consistent throughout a workflow involving multiple SaaS partners supports the core SaaS proposition of rapid to market, cost effective solutions

PIM Goals

• Goals: Learn how to successfully build and manage processes required at each phase of team development across cultural and geographic differences.

Quality Management-Six Sigma

• TQM can be defined as ‘ managing the entire organization so that it excels on all dimensions of products and services that are important to the customer.

• It has two fundamental goals, namely• 1-Careful design of the product or service.• 2-Ensuring that the organizations systems can

consistently produce the design.

Quality Gurus compared.

– Crosby Deming Juran• Definition Conformance Predicable uniformity Fitness for use.Mgmt Res. Responsible Responsible 94% 80% mgmt.Performance 0 % defect Quality scales Perfect work.General Prevention Reduce variability Human elementStructure 14Steps 14points 10 steps.SPC 100% SPC to be used SPCImprovement Process Reduce variability Project teamTeamwork Quality teams Employee participation Quality Circle.Costs of quality Quality is free Kaizen Optimum quality.Purchasing Supplier partnership SQC Survey.Vendor rating Yes No, systems Yes

Quality Specifications

• Design quality –Design quality refers to the inherent value of the product in the market place and thus a strategic decision for the firm

• Conformance Quality- Refers to the degree to which the product or service design specifications are met.

• Quality at source- The person who does the work takes responsibility for making sure that his\her output meets the specifications.

• Dimensions of quality -Criteria by which quality is measured.

Cost of Quality

• Assumptions• 1-Failures are caused.• 2-Preventation is cheaper.• 3-Performance can be measured.

Cost of Quality

• 1-Appraisal Costs- Cost of inspection, testing and other tasks to ensure that the product or process is acceptable.

• Material inspection.• Supplies inspection.• Reliability testing.• Laboratory testing..• 2-Prevention Costs –The sum of all the costs to prevent

defects.• Quality training.• Reliability consulting.• Pilot production runs.• Systems development.

Cost of quality(contd.)

• 3-Internal failure costs- Costs of defects incurred within the system-

• Scrap• Repair• Rework• Downtime.• 4-External failure costs – Costs for defects that pass

through the system-Warranty replacements, loss of goodwill, handling complaints, product repair.

Six Sigma

• Six Sigma refers to the philosophy and methods companies such as General Electric ,Motorola use to eliminate defects in their products & processes.

DPMO

• Defects per million opportunities• 1-Unit –The item produced.• 2-Defect- any item that does not meet the

customer's requirement.• 3-Opportunity – chance for defect to occur.• DPMO =No. of defects\No of opportunities for

error per unit x Nos of units• (1.000.000)

SIX SIGMA Methodology

• Also called ‘The Deming cycle or wheel’ refers to plan-do-check-act cycle of continuous improvement.

DMAIC methodology

• 1-D-define –• Identify customers & their priorities.• Identify a project suitable for Six Sigma

efforts, based on business objectives as also customer needs and feedback.

• Identify CTQs ( critical to quality characteristics) that the customer considers to have the most impact on quality.

DMAIC methodology(contd.)

• 2-M-Measure –• Determine how to measure the process and how it

is performing.• Identify the key internal processes that influence

CTQ,s and measure the defects currently generated relative to those processes.

• 3-A-Analyze –• Determine the most likely cause of defects.• Understand why defects are generated by

identifying the key variables that are most likely to create process variation.

DMAIC Methodology(contd.)

• 4-I-Improve –• Identify means to remove the cause of defects.• Confirm the key variables and quantify their effects on

CTQ,s.• Identify the maximum acceptance ranges of the key

variables and a system for measuring deviations of the variables.

• Modify the process to stay within an acceptable range.• 5-C-Control – • Determine how to maintain the improvements.• Put tools in place to ensure that the key variables remain

within maximum acceptance ranges under the modified process.

Analytical Tools for Six Sigma & Kaizen

• 1-Flow charts –There are many types including SIPOC(supplier,input,process,output,customer)

• 2--Run charts- They depict trends in data over time and thereby help to understand the magnitude of a problem at a define stage. typically they plot the median of a process.

• 3-Pareto charts –these charts help to breakdown a problem into a relative contribution of its componanta.They are based on the common empirical finding that a large percentage of problem are due to small percentage of causes.80% of customer complaints are due to late deliveries which are 20 % of causes.

Analytical tools for Six Sigma & Kaizen(contd.)

• 4-Check sheets – These are basic forms that help standardize data collection. They are used to create histograms

• 5-Cause and Effect diagram –Also called fishbone diagram, they show hypothesized relationships between the potential causes and the problem under study. Once the C & E diagram is constructed ,the analysis would proceed to find out which the potential causes were in fact contributing to the problem.

Analytical tools for Six Sigma & Kaizen(contd.)

• 6-Opportunity Flow diagram – This is used to separate value added from non value added steps in a process.

• 7-Control charts –These are time sequenced charts showing plotted values of statistic including a centerline average and one more control limits. It is used here to assure that changes introduced are in statistical control.

Analytical tools for Six Sigma & Kaizen(contd.)

• 8-Failure mode and effect analysis.-This is a structured approach to identify,estimate,prioritize and evaluate risk of possible failures at each stage of process.

• 9-Design of experiments ( DOE)- DOE is a statistical methodology used for determining the cause and effect relationship between process variables and the output variables.

Six Sigma roles & Responsibilities

• 1-Executive Leaders.• 2-Black belts, Master black belts, Green

belts.• 3-Setting of stretch objectives for

improvement.• 4-Continous reinforcement and rewards.

I S O 9 0 0 0

• ISO 9000 Formal standard used for quality certification , developed by International Organization for Standardization.

• Can be grouped into Two categories• 1-Requirements.• 2-Guidelines

Mass Customization

• The term Mass Customization has been used to describe the ability of a Company to deliver highly customized products and services to different customers around the world.

Mass Customization –Design Principals

• 1-A product should be designed so it consists of independent modules that can be assembled into different forms of product easily and inexpensively.

• 2-Manufacturing and Service processes should be designed so that they consist of independent modules that can be moved or rearranged easily to support different distribution network designs.

Mass Customization Principals (contd.)

• 3-The supply network- the positioning of Inventory and the location, number and structure of service, manufacturing, and distribution facilities-should be designed to provide two capabilities. First, it must be able to supply the basic product to the facilities performing the customization in a cost effective manner.

• Second, it must have the flexibility and responsiveness to take individual customers orders and deliver the finished, customized good quickly.

Support groups-Mass customization

• i)-Marketing must determine the extent to which mass customization is needed.

• Ii)-R&D must design the product so that it can be customized with efficient supply network.

• iii)-Mfg. & Distribution must coordinate both supply & Materials,Mfg,Assembly in efficient locations.

• Iv)-Finance must provide activity based cost information and financial analyses of he alternative.

Global Managers• Synopsis: Today’s global managers need to achieve their

goals while leveraging the sources of creativity, speed, and cost that differences in culture and location bring. Participants learn critical management and communication processes to build trust and effectiveness at each phase of team development. Gain insight to cultures’ effect on planning, taking initiative, sharing information, problem-solving, dealing with uncertainty and change from the presenters’ 20+ years of experience managing and consulting to global teams. Results from the most comprehensive study on leadership around the world will show how to manage differences among Asians, Europeans and Americans. Learn from the challenges and best practices of world class engineering, sales, and research teams in case studies and class discussions.

Global Managers• Training Content - Participants will learn• a) Work scape: Challenges & Opportunities for Global

Managers Examine what you bring to the role of global manager, and competencies you need to gain. Learn best practices in managing employees and contractors in a global environment . Identify “blind spots” for those who have not managed across borders, with a European video case study. Discuss future trends for managing dispersed coworkers, with emerging sources of talent, markets, communication technologies and suppliers. Gain tools for a current global management challenge you face during this workshop and the follow-on coaching session (included).

Global Managers(contd.)• b)Forming Successful Global Teams- Identify each

phase of team formation. Launch the team by establishing purpose, setting goals, forming relationships, roles, planning and accountability. Learn how different cultures approach inclusion, and how to build a foundation for trust and collaboration. Identify different cultural attitudes about the role of “boss” or team leader, and strategies to manage remote dotted line reporting relationships. Discuss gaps formed by assumptions, differences, or misunderstandings and how to bridge these proactively in team formation.

Global Managers(contd.)

• c)Storming to New Team Skills and Awareness -Learn how to manage the “Storming” phase, as pressures rise and there are different perceptions of time and urgency. Inevitably there arise disagreements and conflicts among team members: learn different cultural approaches to disagreement and conflict; strategies to resolve these and move the team forward. Encourage innovation, initiative and risk-taking among differing perceptions of “following rules”. Maintain team cohesiveness by leading by example with your global competencies.

Global Managers(contd.)

• d) Norming to High Performance -Identify the processes global teams need differently from co-located teams. Select the right communication technology (teleconference, Email, collaborative platforms, etc.) for the culture and type of message. Learn feedback strategies to send messages that will get interpreted correctly. Discover best practices to increase participation in global team meetings. Get tips for taking care of yourself, the manager in a 24/7 world.

Global Managers(contd.)

• e)Performing to Achieve Success- Delegate with an informed view of your team’s work styles and commitment. See the cultural-fit for rewards and recognition that truly motivate employees. Identify successful leadership strategies across cultures, and traps to avoid. Transition to a global management style that enables you to adapt to ongoing change.

Global Managers(contd.)

• Next Steps in Managing Your Global Team-Reflect on what you have learned through the day, review best practices from research and experience, and create your personal action plan to achieve individual and team goals. Intact teams can contract for new team processes they will take from the course into their work practices. Prepare for future opportunities when managing across distance, time zones, and cultures. Receive additional resources from leading research on managing global teams, and schedule a follow-up coaching session with the presenters.

Change Management• Change management is a structured approach to

shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment. In project management, change management refers to a project management process where changes to a project are formally introduced and approved.

• Examples of Organizational Change• Missionary changes• Strategic changes• Operational changes (including Structural changes)• Technological changes• Changing the attitudes and behaviors of personnel

Change Management(contd.)

• As a multidisciplinary practice that has evolved as a result of scholarly research, Organizational Change Management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan.

Change Management(contd.)

• Change Management processes may include creative marketing to enable communication between change audiences, but also deep social understanding about leadership’s styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or solve troubled change projects

Change Management(Contd.)

• Successful change management is more likely to occur if the following are included:

• Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work.

Change Management(contd.)• Effective Communications that informs various stakeholders of the

reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc).

• Devise an effective education, training and/or skills upgrading scheme for the organization.

• Counter resistance from the employees of companies and align them to overall strategic direction of the organization.

• Provide personal counseling (if required) to alleviate any change related fears.

• Monitoring of the implementation and fine-tuning as required.

•

Project Management• Project management is the discipline of planning, organizing,

securing and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects.

• A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables),[ undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The temporary nature of projects stands in contrast to business as usual (or operations),which are repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.

Project Management(contd.)

• The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Typical constraints are scope, time, and budget.The secondary—and more ambitious—challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives

Project Management(contd.)• Approaches• There are a number of approaches to managing project activities including agile,

interactive, incremental, and phased approaches.• Regardless of the methodology employed, careful consideration must be given

to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and stakeholders.

• The traditional approach• A traditional phased approach identifies a sequence of steps to be completed. In

the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project:

• Typical development phases of an engineering project• Project initiation stage;• Project planning and design stage;• Project execution and construction stage;• Project monitoring and controlling systems;• Project completion

Project Management(contd.)• Of all the projects will visit every stage as projects can be terminated

before they reach completion. Some projects do not follow a structured planning and/or monitoring stages. Some projects will go through steps 2, 3 and 4 multiple times.

• Many industries use variations on these project stages. For example, when working on a brick and mortar design and construction, projects will typically progress through stages like Pre-Planning, Conceptual Design, Schematic Design, Design Development, Construction Drawings (or Contract Documents), and Construction Administration. In software development, this approach is often known as the waterfall model,i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the Rational Unified Process (RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature.

Project Management(contd.)

• The Cone of Uncertainty explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where requirements have not been finalized and can change, requirements management is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development. While the terms may differ from industry to industry, the actual stages typically follow common steps to problem solving — "defining the problem, weighing options, choosing a path, implementation and evaluation

Project Management(contd.)• Critical Chain Project Management• Critical Chain Project Management (CCPM) is a method of planning

and managing projects that puts more emphasis on the resources (physical and human) needed in order to execute project tasks. The most complex part involves engineering professionals of different fields (Civil, Electrical, Mechanical etc) working together. It is an application of the Theory of Constraints (TOC) to projects. The goal is to increase the rate of throughput (or completion rates) of projects in an organization. Applying the first three of the five focusing steps of TOC, the system constraint for all projects is identified as are the resources. To exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally, projects are planned and managed to ensure that the resources are ready when the critical chain tasks must start, subordinating all other resources to the critical chain.

Project Management(contd.)

• Regardless of project type, the project plan should undergo Resource Leveling, and the longest sequence of resource-constrained tasks should be identified as the critical chain. In multi-project environments, resource leveling should be performed across projects. However, it is often enough to identify (or simply select) a single "drum" resource—a resource that acts as a constraint across projects—and stagger projects based on the availability of that single resource

Project Management(contd.)• Extreme Project Management• In critical studies of Project Management, it has been noted that several

of these fundamentally PERT-based models are not well suited for the multi-project company environment of today. Most of them are aimed at very large-scale, one-time, non-routine projects, and nowadays all kinds of management are expressed in terms of projects.

• Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to cause unnecessary costs and low maneuverability in several cases. Instead, project management experts try to identify different "lightweight" models, such as Agile Project Management methods including Extreme Programming for software development and Scrum techniques.

• The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modeling and management principles of human interaction management

Project Management(contd.)• Event chain methodology• Event chain methodology is another method that complements

critical path method and critical chain project management methodologies.

• Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules. Event chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as well as to allow for easy modeling of uncertainties in the project schedules. Event chain methodology is based on the following principles.

• Probabilistic moment of risk: An activity (task) in most real life processes is not a continuous uniform process. Tasks are affected by external events, which can occur at some point in the middle of the task.

Project Management(contd.)• Event chains: Events can cause other events, which will create event

chains. These event chains can significantly affect the course of the project. Quantitative analysis is used to determine a cumulative effect of these event chains on the project schedule.

• Critical events or event chains: The single events or the event chains that have the most potential to affect the projects are the “critical events” or “critical chains of events.” They can be determined by the analysis.

• Project tracking with events: Even if a project is partially completed and data about the project duration, cost, and events occurred is available, it is still possible to refine information about future potential events and helps to forecast future project performance.

• Event chain visualization: Events and event chains can be visualized using event chain diagrams on a Gantt chart.

Project Management(contd.)

• PRINCE2• PRINCE2 is a structured approach to project management, released in 1996 as a

generic project management method.[18] It combined the original PROMPT methodology (which evolved into the PRINCE methodology) with IBM's MITP (managing the implementation of the total project) methodology. PRINCE2 provides a method for managing projects within a clearly defined framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to design and supervise the project, and what to do if the project has to be adjusted if it does not develop as planned.

• In the method, each process is specified with its key inputs and outputs and with specific goals and activities to be carried out. This allows for automatic control of any deviations from the plan. Divided into manageable stages, the method enables an efficient control of resources. On the basis of close monitoring, the project can be carried out in a controlled and organized way.

• PRINCE2 provides a common language for all participants in the project. The various management roles and responsibilities involved in a project are fully described and are adaptable to suit the complexity of the project and skills of the organization

Project Management(contd.)• Process-based management• Also furthering the concept of project control is the incorporation

of process-based management. This area has been driven by the use of Maturity models such as the CMMI (Capability Maturity Model Integration) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Estimation).

• Agile Project Management• Agile Project Management approaches based on the principles

of human interaction management are founded on a process view of human collaboration. This contrasts sharply with the traditional approach. In the agile software development orflexible product development approach, the project is seen as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process

Project Management-Processes• Processes• Traditionally, project management includes a number of elements: four to five

process groups, and a control system. Regardless of the methodology or terminology used, the same basic project management processes will be used.

• The project development stages• Major process groups generally include• Initiation• Planning or development• Production or execution• Monitoring and controlling• Closing• In project environments with a significant exploratory element (e.g., Research

and development), these stages may be supplemented with decision points (go/no go decisions) at which the project's continuation is debated and decided. An example is the Stage-Gate model

Project Management Processes(contd.)

• Initiation• Initiating Process Group Processes• The initiation processes determine the nature and scope of the project. If this

stage is not performed well, it is unlikely that the project will be successful in meeting the business’ needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them.

• The initiation stage should include a plan that encompasses the following areas:• Analyzing the business needs/requirements in measurable goals• Reviewing of the current operations• Financial analysis of the costs and benefits including a budget• Stakeholder analysis, including users, and support personnel for the project• Project charter including costs, tasks, deliverables, and schedule

Project Management Processes(contd.)

• Planning and design• Planning Process Group Activities• After the initiation stage, the project is planned to an appropriate level of detail. The main purpose is to

plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals.

• Project planning generally consists of[

• determining how to plan (e.g. by level of detail or rolling wave);• developing the scope statement;• selecting the planning team;• identifying deliverables and creating the work breakdown structure;• identifying the activities needed to complete those deliverables and networking the activities in their

logical sequence;• estimating the resource requirements for the activities;• estimating time and cost for activities;• developing the schedule;• developing the budget;• risk planning;• gaining formal approval to begin work.

Project Management Processes(contd.)

• Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable.

• For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities

Project Management Processes(contd.)

• Executing• Executing Process Group Processes• Executing consists of the processes used to complete the work defined in the

project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.

• Monitoring and controlling• Monitoring and controlling consists of those processes performed to observe

project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.

• Monitoring and Controlling Process Group Processes

Project Management Processes(contd.)

• Monitoring and Controlling includes:• Measuring the ongoing project activities ('where we are');• Monitoring the project variables (cost, effort, scope, etc.) against

the project management plan and the project performance baseline (where we should be);

• Identify corrective actions to address issues and risks properly (How can we get on track again);

• Influencing the factors that could circumvent integrated change control so only approved changes are implemented

• In multi-phase projects, the monitoring and control process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan

Project Maintenance• Project Maintenance is an ongoing process, and it includes:• Continuing support of end users• Correction of errors• Updates of the software over time• Monitoring and Controlling cycle• In this stage, auditors should pay attention to how effectively and

quickly user problems are resolved.• Over the course of any construction project, the work scope may

change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management.

Project Maintenance(contd.)• Hence, the owner usually requires a final record to show all

changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as built.” The requirement for providing them is a norm in construction contracts.

• When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project.

Project Close• Closing• Closing Process Group Processes.• Closing includes the formal acceptance of the project and

the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned.

• This phase consists of:• Project close: Finalize all activities across all of the process

groups to formally close the project or a project phase• Contract closure: Complete and settle each contract

(including the resolution of any open items) and close each contract applicable to the project or project phas

Process Control Systems• Project control systems• Project control is that element of a project that keeps

it on-track, on-time and within budget. Project control begins early in the project with planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process. Each project should be assessed for the appropriate level of control needed: too much control is too time consuming, too little control is very risky. If project control is not implemented correctly, the cost to the business should be clarified in terms of errors, fixes, and additional audit fees.

Process Control Systems(contd.)• Control systems are needed for cost, risk, quality,

communication, time, change, procurement, and human resources. In addition, auditors should consider how important the projects are to the financial statements, how reliant the stakeholders are on controls, and how many controls exist. Auditors should review the development process and procedures for how they are implemented. The process of development and the quality of the final product may also be assessed if needed or requested. A business may want the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fixed more easily. An auditor can serve as a controls consultant as part of the development team or as an independent auditor as part of an audit.

Process Control Systems(contd.)

• Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formal process is more effective in creating strong controls, and auditors should review this process to confirm that it is well designed and is followed in practice. A good formal systems development plan outlines:

• A strategy to align development with the organization’s broader objectives

• Standards for new systems• Project management policies for timing and budgeting• Procedures describing the process• Evaluation of quality of change

The Top Nine E-Business Trends for the 21st Century

• 1-E-business will become a critical competitive strategy that will revolutionize the global economy.

• 2-Companies will learn to manage customers' relationships by virtually serving their needs "24 × 7"-24 hours a day, 7 days a week.

• 3-E-business that enables customers to personalize and customize products or services will flourish.

• 4-Using the Net to find new customers and to better target customer preferences will be a standard practice.

• 5-Producing, marketing, and distributing products or services online will be a cost-effective strategy for business.

• 6-Learning to develop and serve online communities with niche interests will be essential to building customer loyalty.

• 7-E-business models that provide greater choice for customers will change the traditional economics of supply and demand.

• 8-Ready access to the Net from multiple gateways-cable TV, satellite, wireless telephones, and other devices-will greatly expand e-business opportunities.

• 9-Highly efficient e-business virtual supply chains will intimately link manufacturers and producers directly to customers