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2 0 4 4 V T T R E S E A R C H N O T E S Iris Karvonen Management of one-of-a-kind manufacturing projects in a distributed environment V T T T I E D O T T E I T A T T E I T T I E D O T T V TECHNICAL RESEARCH CENTRE OF FINLAND ESPOO 2000 VTT TIEDOTTEITA – MEDDELANDEN – RESEARCH NOTES 2044 Management of one-of-a-kind manufacturing projects in a distributed environment Iris Karvonen VTT Automation TECHNICAL RESEARCH CENTRE OF FINLAND ESPOO 2000 ISBN 951–38–5686–0 (soft back ed.) ISSN 1235–0605 (soft back ed.) ISBN 951–38–5687–9 (URL: http://www.inf.vtt.fi/pdf/) ISSN 1455–0865 (URL: http://www.inf.vtt.fi/pdf/) Copyright © Valtion teknillinen tutkimuskeskus (VTT) 2000 JULKAISIJA – UTGIVARE – PUBLISHER Valtion teknillinen tutkimuskeskus (VTT), Vuorimiehentie 5, PL 2000, 02044 VTT puh. vaihde (09) 4561, faksi (09) 456 4374 Statens tekniska forskningscentral (VTT), Bergsmansvägen 5, PB 2000, 02044 VTT tel. växel (09) 4561, fax (09) 456 4374 Technical Research Centre of Finland (VTT), Vuorimiehentie 5, P.O.Box 2000, FIN–02044 VTT, Finland phone internat. + 358 9 4561, fax + 358 9 456 4374 VTT Automaatio, Teollisuusautomaatio, Tekniikantie 12, PL 1301, 02044 VTT puh. vaihde (09) 4561, faksi (09) 456 6752 VTT Automation, Industriautomation, Teknikvägen 12, PB 1301, 02044 VTT tel. växel (09) 4561, fax (09) 456 6752 VTT Automation, Industrial Automation, Tekniikantie 12, P.O.Box 1301, FIN–02044 VTT, Finland phone internat. + 358 9 4561, fax + 358 9 456 6752 Technical editing Kerttu Tirronen Otamedia Oy, Espoo 2000 Karvonen, Iris. Management of one-of-a-kind manufacturing projects in a distributed environment. Espoo 2000, Technical Research Centre of Finland, VTT Tiedotteita – Meddelanden – Research Notes 2044. 54 p. Keywords project management, project information, information management, information exchange, manufacture Abstract One-of-kind manufacturing, for example deliveries of process plants, fulfil the characteristics of projects and thus also generic project management practices may be applied for them. In the present operation environment the activities are distributed in a network; for each delivery a “virtual enterprise” is created to realise the customer order. The distribution makes the management of the delivery project both important and difficult. In many cases it is necessary to distribute also part of the management by assigning the responsibility of compound elements or tasks to trusted partners. The distribution increases the importance of information exchange and communication in the project. The project information is important both for the project manager and for efficient project operations. Since the sources and users of the information are distributed tools and channels to exchange and share the information in a user-friendly and acceptable way are needed. The paper describes a typical manufacturing project and management processes and identifies the information utilised in them. As the role of information is crucial it is discussed, how the project manager and the project team could be supported by information management tools. The work is based on the development of a “project workbench” demonstrator in co-operation with the project managers and team members of a Finnish project contractor. 3 Contents Abstract..............................................................................................................................3 1. Introduction..................................................................................................................7 2. Manufacturing project..................................................................................................8 3. Virtual enterprises......................................................................................................10 4. Objectives in one-of-kind manufacturing ..................................................................12 4.1 Objectives of the project and the project company ..........................................12 4.2 Objectives of a network....................................................................................13 5. Project management scope.........................................................................................15 5.1 Project management objectives and approaches ..............................................15 5.2 Project management tasks ................................................................................15 6. Project management process......................................................................................18 6.1 Process overview..............................................................................................18 6.2 Project planning................................................................................................18 6.3 Project control loops.........................................................................................20 6.4 Reactive and proactive control .........................................................................24 7. Project management structures ..................................................................................26 7.1 Task/activity structures of projects...................................................................26 7.2 Control of a distributed project.........................................................................29 8. Project information ....................................................................................................32 8.1 Project information contents.............................................................................32 8.2 Generic project information .............................................................................32 8.3 Project-specific information .............................................................................33 8.4 Information stability and quality ......................................................................34 8.5 Users of project information.............................................................................35 9. Project workbench - Supporting the information management in distributed one-of-a-kind manufacturing .....................................................................................37 9.1 Objectives of support........................................................................................37 9.2 Levels of support ..............................................................................................38 9.3 Functional groups of project workbench..........................................................41 9.3.1 Information repository and information access ..........................................41 9.3.2 Document handling.....................................................................................42 4 9.3.3 Project management....................................................................................43 9.3.3.1 Project start-up and project planning..........................................43 9.3.3.2 Project management....................................................................45 9.3.4 Support to project assistant operations .......................................................46 9.3.5 Information exchange and integration with subcontractors/partners..........48 9.3.6 Knowledge accumulation and support for improvement activities ............49 9.3.7 Maintenance of the project workbench.......................................................50 10. Conclusions................................................................................................................51 References .......................................................................................................................53 5 6 1. Introduction The present report describes part of the research performed in the international IMS (Intelligent Manufacturing Systems) Globeman 21 project completed in 1999. The aim of Globeman 21 was to study methods and tools for Enterprise Integration for Global manufacturing for the 21st Century. The present study deals with one-of-kind manufacturing in a global environment. The application data comes from a Finnish project contractor operating world-wide and the conclusions have been generalized from the specific case and needs of the company. The goal of this report is to study which methods and tools are needed to manage a delivery project in a distributed environment. The main emphasis is on supporting the project manager in a single project. Management of the project business or multiple projects is not covered. In the first part, Chapters 2−7, the project management process, methods and the effect of distributed operation are discussed. Since the project information is the key item in project management and the research is focused on utilizing information technology, the information groups, structure and sources in the field of project management are described in Chapter 8. Chapter 9 is composed of a high-level specification for a project management support tool from the viewpoint of a project manager and the project team. 7 2. Manufacturing project A project is generally defined as a temporary endeavor undertaken to create a unique product or service (PMBOK Guide 1996). One-of-a-kind manufacturing deliveries comply with this definition and thus many of the generic project management practises are suitable also for them. The modern manufacturing environment and process is quite complex not only due to one-of-a-kind products but also with regard to active parties, location and timing. A typical manufacturing project is described