Proceedings of the International Conference on
Product Lifecycle Management    PLM'05
Emerging solutions and challenges for Global Networked Enterprise

PLM-SP1, 2005
 
(from Chapter 8: Project Management)

 Full Citation and Abstract

Title: Product Life Cycle Support and Project Management: Mutual contributions
  Author(s): Xinming Jin, Lauri Koskela, Timothy M. King
  Address: LSC Group, Lincoln House, Fradley Park Lichfield, Staffordshire, WS13 8RZ, UK
SCRI, School of Construction and Property Management The University of Salford, Salford, M7 1NU, UK
LSC Group, Lincoln House, Fradley Park Lichfield, Staffordshire, WS13 8RZ, UK
xij @ lsc.co.uk, L.J.Koskela @ salford.ac.uk, tmk @ lsc.co.uk
  Reference: PLM-SP1 - 2005 Proceedings,  pp. 425 - 435
  Abstract/
Summary
It is generally recognised that project management consists of three core interactive processes: planning, execution, and controlling. Previous research has found that the gaps between these core processes, such as the vague interface between planning and execution, have prevented project management from being effective and efficient. In practical applications, the poor performance of project management can be seen as the result of information loss in the project. Product Life Cycle Support (PLCS), an emerging ISO standard (ISO 10303-239), addresses through-life product information and provides a base to improve project management. Meanwhile, project management has developed in ways that have not yet been incorporated into PLCS, providing potential to develop the standard.
 
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