An integrated process framework for engineering endeavours
- Erasmus, Jonnro, Pretorius, Jan-Harm C., Wessels, Arie
- Authors: Erasmus, Jonnro , Pretorius, Jan-Harm C. , Wessels, Arie
- Date: 2015-06-08
- Subjects: Systems engineering , Project management , Quality management
- Type: Article
- Identifier: uj:5118 , http://hdl.handle.net/10210/14076
- Description: With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. The study sets out exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely‐used plan‐do‐check‐act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
- Full Text:
- Authors: Erasmus, Jonnro , Pretorius, Jan-Harm C. , Wessels, Arie
- Date: 2015-06-08
- Subjects: Systems engineering , Project management , Quality management
- Type: Article
- Identifier: uj:5118 , http://hdl.handle.net/10210/14076
- Description: With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. The study sets out exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely‐used plan‐do‐check‐act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
- Full Text:
An integrated process framework for engineering endeavours
- Authors: Erasmus, Jonnro
- Date: 2013-05-27
- Subjects: Engineering firms - Management , Project management , Strategic planning , Risk management
- Type: Mini-Dissertation
- Identifier: uj:7549 , http://hdl.handle.net/10210/8407
- Description: M.Ing. (Engineering Management) , With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. Such failures are often caused by any of the following factors: Lack of understanding and definition of the responsibilities of the parties involved; Lack of understanding of the challenges and planning to deal with those challenges; Lack of control of the input and output requirements, information and risks; Poor communication in the project team due to ambiguous and undefined technical terms; and Lack of work integration due to poor understanding of the different domains involved in the project. This dissertation sets about exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely-used plan-do-check-act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
- Full Text:
- Authors: Erasmus, Jonnro
- Date: 2013-05-27
- Subjects: Engineering firms - Management , Project management , Strategic planning , Risk management
- Type: Mini-Dissertation
- Identifier: uj:7549 , http://hdl.handle.net/10210/8407
- Description: M.Ing. (Engineering Management) , With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. Such failures are often caused by any of the following factors: Lack of understanding and definition of the responsibilities of the parties involved; Lack of understanding of the challenges and planning to deal with those challenges; Lack of control of the input and output requirements, information and risks; Poor communication in the project team due to ambiguous and undefined technical terms; and Lack of work integration due to poor understanding of the different domains involved in the project. This dissertation sets about exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely-used plan-do-check-act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
- Full Text:
Towards unification of product and enterprise system descriptions
- Erasmus, Jonnro, Erasmus, Louwrence D., Pretorius, Jan-Harm C.
- Authors: Erasmus, Jonnro , Erasmus, Louwrence D. , Pretorius, Jan-Harm C.
- Date: 2015-06-08
- Subjects: Systems hierarchy , Enterprise architecture , Ontology
- Type: Article
- Identifier: uj:5153 , http://hdl.handle.net/10210/14248
- Description: An argument is presented for the unification of descriptions of product systems and enterprise systems. Product systems are developed and produced by enterprises, thus forming an integral part of the enterprise's architecture. However, many products are utilised by enterprises and some product systems contain entire businesses, such as the operating and maintenance business of a power station. Thus, products are part of enterprises, but enterprises may also be part of product systems. To enable the design of systems that include the product, its user and all the enterprises that make the product available and possible, it is necessary to align the enterprise engineering and systems engineering views. This article presents a starting point that allows the two disciplines to more accurately refer to a specific element of the complete system‐of‐interest. The aim is that this will allow for improved communication between the practitioners of the different disciplines and perhaps the development of improved solutions.
- Full Text:
- Authors: Erasmus, Jonnro , Erasmus, Louwrence D. , Pretorius, Jan-Harm C.
- Date: 2015-06-08
- Subjects: Systems hierarchy , Enterprise architecture , Ontology
- Type: Article
- Identifier: uj:5153 , http://hdl.handle.net/10210/14248
- Description: An argument is presented for the unification of descriptions of product systems and enterprise systems. Product systems are developed and produced by enterprises, thus forming an integral part of the enterprise's architecture. However, many products are utilised by enterprises and some product systems contain entire businesses, such as the operating and maintenance business of a power station. Thus, products are part of enterprises, but enterprises may also be part of product systems. To enable the design of systems that include the product, its user and all the enterprises that make the product available and possible, it is necessary to align the enterprise engineering and systems engineering views. This article presents a starting point that allows the two disciplines to more accurately refer to a specific element of the complete system‐of‐interest. The aim is that this will allow for improved communication between the practitioners of the different disciplines and perhaps the development of improved solutions.
- Full Text:
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