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Walter Schroeder Library, Milwaukee School of Engineering
Item Information
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Onuoha, Damian
Subjects
Project management
MSEM Thesis.
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Onuoha, Damian
by title:
Planning and impleme...
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Planning and implementing a manufacturing process improvement project / by Damian Onuoha.
by
Onuoha, Damian
Subjects
Project management
MSEM Thesis.
Description:
119 leaves : ill. ; 28 cm.
Contents:
Advisor: Cecil Head
Committee members: Gene Wright, Joseph Papp
Introduction -- Overview of project management definition -- Phase 1 / Project initiation -- Phase T2 / Project definition -- Phase 3 / Implementation planning and organization -- Phase 4 / Implementation or installation -- Phase 5 / Project termination -- Project manager and project management issues -- Project team selection and organization -- Case study -- Implementing a paper converting modernization project using a turnkey project team organization type -- Recommendations for increasing success of manufacturing process improvement projects -- Final conclusion -- Bibliography.
Project management experts have identified the essential ingredients for a successful project. These ingredients include the appointment of a capable and effective project manager and the selection of appropriate project organizational structure. The choice of these two success factors may be influenced by the project type (new or independent versus improvement or dependent project types).
For the project manager to be effective in managing the project, he or she must join the project in the early stages and participate in defining the project. This timely participation is critical for him or her to be effective in implementing the project. The project manager must have a complete understanding of the goal and objectives of the project. He or she must lead the effort to develop project schedule and budget, as well as in the selection of project team members. In the absence of project manager’s early involvement and leadership, a great amount of energy will be spent later fighting over project scope issues and direction. The ultimate outcomes of this wasted effort would be a project that falls behind schedule, encounters cost overruns, and that does not satisfy the performance requirement of project customers. The danger for projects to be unsuccessful because of scope creep and inadequate coordination is greater on improvement projects than on new projects. This is so because improvement projects typically involve more people and have to accommodate existing and ongoing operations.
Another factor critical to the success of any project is the selection of the project organizational structure that fits both the personnel and expertise basis of the hosting organization. Before deciding on one type of project organization type versus the others, it is very important to understand the pros, cons, and the underlying assumptions for each type. For a turnkey (project organization) method to be successful, the host or client departments must have the ability to operate and maintain the new system being turned over to them. This requires that the necessary skills and experience be available in the client’s organization or that the project team develops this expertise foundation as part of its objectives. It is also very important that the operation or client departments be actively involved in defining the desired state (new system) as to pro-actively consider the impacts on the existing organization infrastructures and resources. For a turnkey project to be successful, both the project leaders and the client departments must work closely together through project initiation, definition, planning, and implementation.
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Walter Schroeder Library
Master's Theses
AC805 .O69 1999
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