Managing interorganizational technology development: Project management practices for market- and science-based partnerships

2017 ◽  
Vol 26 (2) ◽  
pp. 115-127 ◽  
Author(s):  
Fábio Gama ◽  
David Rönnberg Sjödin ◽  
Johan Frishammar
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Technology Development ◽  
Development Project ◽  
Technology Development Project

scholarly journals Emission Reduction of Fuel-Staged Aircraft Engine Combustor Using an Additional Premixed Fuel Nozzle

2013 ◽  
Vol 135 (3) ◽  
Author(s):  
Takeshi Yamamoto ◽  
Kazuo Shimodaira ◽  
Seiji Yoshida ◽  
Yoji Kurosawa
Keyword(s):  
Technology Development ◽  
Pressure Ratio ◽  
Aircraft Engine ◽  
Development Project ◽  
Civil Aviation ◽  
Test Results ◽  
Technology Development Project ◽  
Fuel Nozzle ◽  
Conducting Research ◽  
Japan Aerospace Exploration Agency

The Japan Aerospace Exploration Agency (JAXA) is conducting research and development on aircraft engine technologies to reduce environmental impact for the Technology Development Project for Clean Engines (TechCLEAN). As a part of the project, combustion technologies have been developed with an aggressive target that is an 80% reduction over the NOx threshold of the International Civil Aviation Organization (ICAO) Committee on Aviation Environmental Protection (CAEP)/4 standard. A staged fuel nozzle with a pilot mixer and a main mixer was developed and tested using a single-sector combustor under the target engine's landing and takeoff (LTO) cycle conditions with a rated output of 40 kN and an overall pressure ratio of 25.8. The test results showed a 77% reduction over the CAEP/4 NOx standard. However, the reduction in smoke at thrust conditions higher than the 30% MTO condition and of CO emission at thrust conditions lower than the 85% MTO condition are necessary. In the present study, an additional fuel burner was designed and tested with the staged fuel nozzle in a single-sector combustor to control emissions. The test results show that the combustor enables an 82% reduction in NOx emissions relative to the ICAO CAEP/4 standard and a drastic reduction in smoke and CO emissions.

Managing Software Projects with Team Software Process (TSP)

2013 ◽  
pp. 84-117
Author(s):  
Salmiza Saul Hamid ◽  
Mohd Hairul Nizam Md Nasir ◽  
Shamsul Sahibuddin ◽  
Mustaffa Kamal Mohd Nor
Keyword(s):  
Project Management ◽  
Software Development ◽  
Management Practices ◽  
Software Process ◽  
Development Project ◽  
Software Projects ◽  
Engineering Teams ◽  
Software Development Project ◽  
Software Failure ◽  
Team Software Process

Despite the widespread use of sound project management practices and process improvement models over the last several years, the failure of software projects remains a challenge to organisations. As part of the attempt to address software industry challenges, several models, frameworks, and methods have been developed that are intended to improve software processes to produce quality software on time, under budget, and in accordance with previously stipulated functionalities. One of the most widely practised methods is the Team Software Process (TSP). The TSP was designed to provide an operational framework for establishing an effective team environment and guiding engineering teams in their work. This chapter provides an overview of the TSP and its associated structures and processes. It also highlights how the TSP operational framework can assist project manager and software development team to deliver successful projects by controlling and minimizing the most common software failure factors. Comparative analysis between the TSP and conventional project management has also been presented. Additionally, the results of TSP implementation in industrial settings are highlighted with particular reference to scheduling, quality, and productivity. The last section indicates additional advantages of TSP and comments on the future of TSP in the global software development project.

IS Project Management Contemporary Research Challenges

2011 ◽  
pp. 2254-2259
Author(s):  
Maggie McPherson
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Software Design ◽  
Management Practices ◽  
Focal Point ◽  
Manufacturing Sector ◽  
Development Project ◽  
It Projects ◽  
Public And Private ◽  
Modern Business

Although project management is often said to have its roots in other traditional fields, such as construction, Morris (2002) asserts that modern project management practices have their origins in the 1950s US aerospace agencies. Much has been written about Information System (IS) / Information Technology (IT) project initiatives in both the public and private sectors. In fact, many information systems frequently fall short of their requirements, and are, more often than not, costlier and arrive later than anticipated, if indeed they are completed at all. For instance, according to a report for the Organization for Economic Co-operation and Development (2001), failures of major IT investments and key systems development projects have raised concerns for the achievement of service improvement through information technology. Additionally, it has been argued that failures in IT projects are more common than failures in any other aspect of modern business (Nulden, 1996). The widely-cited Standish Group (1994) study, carried out in the US, classified IT projects as follows: • Resolution Type 1 (Project Success): The project is completed on-time and on-budget, with all features and functions as initially specified. • Resolution Type 2 (Project Challenged): The project is completed and operational but over-budget, over the time estimate, and offers fewer features and functions than originally specified. • Resolution Type 3 (Project Impaired): The project is cancelled at some point during the development cycle. The report estimated the success rate was only 16.2%, while challenged projects accounted for 52.7%, and impaired projects (cancelled) amounted to 31.1%. Since large complex projects in any area are difficult to organize, it could be said that the level of abstraction required often leads to a lack of understanding between all stakeholders involved with the project. Callahan and Moretton (2001) describe software design as being “in the code”. They assert that since it is not visible, it makes it hard to use software design as a focal point for development project coordination and integration, unlike many physical designs which can be made visible to all project participants. As a result of this “invisibility”, managing the development of an IS project is arguably more problematic than project management within the manufacturing sector because software development is often a highly conceptual and complex process. Indeed, a lack of adequate project management knowledge could be said to be a major contributing factor to unsuccessful IS projects. For instance, as project managers should be aware, unless specific objectives and clear-cut end points have been set, it can be difficult to know if a milestone has been reached and indeed if the required end-product has been produced. However, making use of proprietary tools such as Microsoft™ Project is sometimes mistakenly thought of as project management, whereas real project management expertise goes beyond the mere production of Gantt or Pert (Program Evaluation Review Technique) charts, which simply represent project activities in the form of bar charts or flow diagrams. As Mandl-Striegnitz et al. (1998) point out, important project management techniques include estimation of costs and explicit identification of risks. Clearly, there is a need for more in-depth research to gain a better understanding relating to the complex role of project management within the whole IS design and development process. This discussion considers how these problems affect contemporary IS project management research and explores the methodological approaches open to researchers carrying out investigations in this area.

Strategic Project Management in Nigerian Public Research Organisations

2016 ◽  
Vol 7 (2) ◽  
pp. 44-57
Author(s):  
Charity Udodirim Ugonna ◽  
Edward Godfrey Ochieng
Keyword(s):  
Project Management ◽  
Quantitative Research ◽  
Management Practices ◽  
Development Project ◽  
Public Research ◽  
Senior Project ◽  
Research Software ◽  
Study Approach ◽  
Research Organisations ◽  
Strategic Project

The aim of this study was to assess the application of strategic project management (SPM) in Nigerian public research organisations. A case study approach involving four R and D organisations in Nigeria was used. A total of 213 questionnaires were retrieved and these were analysed using quantitative research software, SPSS version 21. The results revealed that 95 per cent of respondents acknowledged that projects executed by public research organisations were planned, but the conventional project management practices were used instead of strategic project management (SPM) principles. In addition, it was found that the level of implementation of the project management practices were also inadequately implemented as such affected the organisation's performance adversely. As established in this study, the concept of strategy is changing and to address the factors that affect research and development project implementation, senior project practitioners need to pay more attention to strategic, operational and project risks.

Managing Software Projects with Team Software Process (TSP)

2011 ◽  
pp. 149-182
Author(s):  
Salmiza Saul Hamid ◽  
Mohd Hairul Nizam Md Nasir ◽  
Shamsul Sahibuddin ◽  
Mustaffa Kamal Mohd Nor
Keyword(s):  
Project Management ◽  
Software Development ◽  
Management Practices ◽  
Software Process ◽  
Development Project ◽  
Software Projects ◽  
Engineering Teams ◽  
Software Development Project ◽  
Software Failure ◽  
Team Software Process

Despite the widespread use of sound project management practices and process improvement models over the last several years, the failure of software projects remains a challenge to organisations. As part of the attempt to address software industry challenges, several models, frameworks, and methods have been developed that are intended to improve software processes to produce quality software on time, under budget, and in accordance with previously stipulated functionalities. One of the most widely practised methods is the Team Software Process (TSP). The TSP was designed to provide an operational framework for establishing an effective team environment and guiding engineering teams in their work. This chapter provides an overview of the TSP and its associated structures and processes. It also highlights how the TSP operational framework can assist project manager and software development team to deliver successful projects by controlling and minimizing the most common software failure factors. Comparative analysis between the TSP and conventional project management has also been presented. Additionally, the results of TSP implementation in industrial settings are highlighted with particular reference to scheduling, quality, and productivity. The last section indicates additional advantages of TSP and comments on the future of TSP in the global software development project.

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