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Showing papers on "Project engineering published in 1988"


Book
01 Jan 1988
TL;DR: The Budget Process for Managing Infrastructure Financial Management for Infrastructure Public-Private Cooperation and Privatization Project Engineering and Management Operation and Maintenance Strategies Management and Leadership in Infrastructure Future Issues in Infrastructure Management Appendices.
Abstract: Infrastructure Management and Engineering Infrastructure Systems Planning Infrastructure Systems Organization, Communication, and Decision Support Systems The Budget Process for Managing Infrastructure Financial Management for Infrastructure Public-Private Cooperation and Privatization Project Engineering and Management Operation and Maintenance Strategies Management and Leadership in Infrastructure Future Issues in Infrastructure Management Appendices.

100 citations


Journal ArticleDOI
TL;DR: A comparative experiment indicates that heuristics perform almost equally well for small projects, while their performances vary considerably for large projects, thus, small projects with mediocre complexity are not accurate performance-measurement agents for scheduling heuristic.
Abstract: Performance measures that can be used to compare project-scheduling heuristics are presented. Quantitative measures relative to the project duration are proposed for the diagnostic analysis of activity-sequencing heuristics in PERT networks with precedence and resource constraints. The aim is to establish a basis for the standardization of performance measures for the heuristics. A project analyst can use the evaluation techniques presented in deciding which of the many available scheduling heuristics is most appropriate for a given project scenario. A comparative experiment indicates that heuristics perform almost equally well for small projects, while their performances vary considerably for large projects. Thus, small projects with mediocre complexity are not accurate performance-measurement agents for scheduling heuristics. >

29 citations


Proceedings ArticleDOI
01 Apr 1988
TL;DR: The analysis shows that Theory W and its subsidiary principles do an effective job both in explaining why the project encountered problems, and in prescribing ways in which the problems could have been avoided.
Abstract: The search for a single unifying principle to guide software project management has been relatively unrewarding to date. Most candidate principles are either insufficiently general to apply in many situations, or so general that they provide no useful specific guidance.This paper presents a candidate unifying principle which appears to do somewhat better. Reflecting various alphabetical management theories (X, Y, Z), it is called the Theory W approach to software project management.Theory W: Make Everyone a WinnerThe paper explains the Theory W principle and its two subsidiary principles: Plan the flight and fly the plan; and, Identify and manage your risks.To test the practicability of Theory W, a case study is presented and analyzed: the attempt to introduce new information systems to a large industrial corporation in an emerging nation. The case may seem unique, yet it is typical. The analysis shows that Theory W and its subsidiary principles do an effective job both in explaining why the project encountered problems, and in prescribing ways in which the problems could have been avoided.

21 citations


Journal ArticleDOI
TL;DR: In this article, the authors suggest project management concepts and techniques that can facilitate a successful initiation of new expert systems projects, emphasizing the principle of communication, cooperation, and coordination, and the standard responsibility chart is presented as a mechanism for coordinating efforts of the project personnel.
Abstract: The author suggests project management concepts and techniques that can facilitate a successful initiation of new expert systems projects. The principle of communication, cooperation, and coordination is emphasized. The standard responsibility chart is presented as a mechanism for coordinating the efforts of the project personnel. The roles of domain experts, knowledge engineers, and programmers are discussed in the context of initiating and managing an expert systems projects. Specific recommendations to the practitioners for getting started are presented. The guidelines can be easily adapted for a customized procedure for any specific project situation. >

19 citations


Proceedings ArticleDOI
01 Jan 1988
TL;DR: The authors discusses the Software Project Manager (SPM), which has been prototyped in Interference Corporation's Automated Reasoning Tool (ART) on Symbolics artificial-intelligence workstations, and describes the knowledge representation strategy used to implement this conceptual model.
Abstract: The authors discusses the Software Project Manager (SPM), which has been prototyped in Interference Corporation's Automated Reasoning Tool (ART) on Symbolics artificial-intelligence workstations. They present an overview of the management model underlying SPM and define the essential concepts and relationships needed to model the project-management domain. They describe the knowledge representation strategy used to implement this conceptual model. They illustrate the power of using conceptual model-based reasoning in building intelligent decision-support systems for the project management domain. >

13 citations


Journal ArticleDOI
TL;DR: In this article, the authors present a tool for monitoring reporting, and controlling the progress of time-critical projects called progress plotting, which helps distinguish minor schedule slips and problems that call for serious management intervention.
Abstract: An tool for monitoring reporting, and controlling the progress of time-critical projects called progress plotting is presented. It helps distinguish between minor schedule slips and problems that call for serious management intervention. It also serves to evaluate planning accuracy on previous projects. Progress is shown by plotting the actual time used on a project against the completed percentage of the critical path. Control lines in the plotting space indicate probabilities of completing the project on schedule. If the progress line crosses low-probability control line, managers may want to intervene and bring the project back on schedule. Crossing a high-probability control line means an early finish may be anticipated with confidence. The progress plot is comparable to the process-control chart used in manufacturing settings. >

11 citations


Proceedings ArticleDOI
24 Oct 1988
TL;DR: In this article, the authors suggest that project management strategies such as multiproject integration become the key to a company's productivity, and a case study is presented to illustrate the ideas considered.
Abstract: After a discussion of the competitive forces challenging the ability to convert technological innovation into marketable products, the author suggests that project management strategies such as multiproject integration become the key to a company's productivity. A case study is presented to illustrate the ideas considered. Topics covered include: achieving macrolevel and microlevel product control, implementation reviews, and computer-integrated coordination. >

7 citations


DOI
01 Nov 1988
TL;DR: In this article, the authors describe a heuristic algorithm which has been developed in close consultation with expert project engineers and integrated within an intelligent knowledge-based system (IKBS) and the resultant computer tool evaluated in a real-world project management situation.
Abstract: One particular problem of great commercial significance which professional project engineers confront is that of expeditious control of resources to achieve timely completion of complex plans. A wealth of expertise exists, little if any of which has been formalised, so as to permit the development of computer-based aids for intelligent project control. The paper describes a heuristic algorithm which has been developed in close consultation with expert project engineers. It has been integrated within an intelligent knowledge-based system (IKBS) and the resultant computer tool evaluated in a real-world project management situation. The algorithm incorporates six variables which have been carefully formulated to assess the merit of expediting selected activities in project plans within a hierarchical framework of control strategies. An empirical study of these heuristics, taken in conjunction with the IKBS, is presented, and some parallels are drawn with an expert project engineeer's performance on a typical project plan.

6 citations


Proceedings ArticleDOI
24 Oct 1988
TL;DR: It is concluded that TRACER can support the requirements documentation and tracing of a full-up project containing more than 25000 requirements such as an interplanetary spacecraft project.
Abstract: The Tracing and Control of Engineering Requirements (TRACER) system was developed to document, trace, and control requirements for any project no matter what its size. It is a computerized database system designed to support a flexible project requirement document tree that may be partitioned according to level. Individual requirements can be entered at any level and traced from the highest source to the ultimate implementer. A number of attributes characterize each requirement. A variety of paper and electronic reports is available. The system runs on IBM AT personal computers. TRACER is currently in use for an interplanetary spacecraft project. The author describes the motivation for TRACER, its purpose, benefits, and applicability, provides a summary description of the database system, outlines its hardware and software implementation, and explains its operation. Examples of documents and reports are provided. It is concluded that TRACER can support the requirements documentation and tracing of a full-up project containing more than 25000 requirements such as an interplanetary spacecraft project. >

3 citations


Journal ArticleDOI
J.F. Dopazo, A.M. Sasson, W.R. Kelley1, R.K. McCrea1, R.D. Burn 
TL;DR: Experiences gained in the development of the AEP (American Electric Power) control center project are described in this article, where some basic design features and procedures used are discussed, and the online performance of the system is commented on.
Abstract: Experiences gained in the development of the AEP (American Electric Power) control center project are described. This was a long and complex project in which deviations from original plans frequently occurred and which therefore required the ability to find solutions to keep the project on schedule. Some of the basic design features and procedures used are discussed, and the online performance of the system is commented on. >

1 citations


Journal ArticleDOI
TL;DR: The aims and implementation of a short-duration industrial project program run at the University of Sheffield is discussed in this article, where the project is designed for second-year undergraduates studying electronic and electrical engineering and lasts for seven days.
Abstract: The aims and implementation of a short-duration industrial project program run at the University of Sheffield is discussed. The project is designed for second-year undergraduates studying electronic and electrical engineering and lasts for seven days. Topics covered include the selection of suitable projects, the project briefing, the investigation of a problem, the project presentation, report, and project appraisal. Examples of specific problems that have been tackled are included, and the future of the program is examined. >