Application of IDEF0 Functional Modeling Methodology at the Initial Stage of Design the Modernization of TPP in ETC
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Project Management © Adrienne Watt
Project Management © Adrienne Watt This work is licensed under a Creative Commons-ShareAlike 4.0 International License Original source: The Saylor Foundation http://open.bccampus.ca/find-open-textbooks/?uuid=8678fbae-6724-454c-a796-3c666 7d826be&contributor=&keyword=&subject= Contents Introduction ...................................................................................................................1 Preface ............................................................................................................................2 About the Book ..............................................................................................................3 Chapter 1 Project Management: Past and Present ....................................................5 1.1 Careers Using Project Management Skills ......................................................................5 1.2 Business Owners ...............................................................................................................5 Example: Restaurant Owner/Manager ..........................................................................6 1.2.1 Outsourcing Services ..............................................................................................7 Example: Construction Managers ..........................................................................8 1.3 Creative Services ................................................................................................................9 Example: Graphic Artists ...............................................................................................10 -
Integration Definition for Function Modeling (IDEF0)
NIST U.S. DEPARTMENT OF COMMERCE PUBLICATIONS £ Technology Administration National Institute of Standards and Technology FIPS PUB 183 FEDERAL INFORMATION PROCESSING STANDARDS PUBLICATION INTEGRATION DEFINITION FOR FUNCTION MODELING (IDEFO) » Category: Software Standard SUBCATEGORY: MODELING TECHNIQUES 1993 December 21 183 PUB FIPS JK- 45C .AS A3 //I S3 IS 93 FIPS PUB 183 FEDERAL INFORMATION PROCESSING STANDARDS PUBLICATION INTEGRATION DEFINITION FOR FUNCTION MODELING (IDEFO) Category: Software Standard Subcategory: Modeling Techniques Computer Systems Laboratory National Institute of Standards and Technology Gaithersburg, MD 20899 Issued December 21, 1993 U.S. Department of Commerce Ronald H. Brown, Secretary Technology Administration Mary L. Good, Under Secretary for Technology National Institute of Standards and Technology Arati Prabhakar, Director Foreword The Federal Information Processing Standards Publication Series of the National Institute of Standards and Technology (NIST) is the official publication relating to standards and guidelines adopted and promulgated under the provisions of Section 111 (d) of the Federal Property and Administrative Services Act of 1949 as amended by the Computer Security Act of 1987, Public Law 100-235. These mandates have given the Secretary of Commerce and NIST important responsibilities for improving the utilization and management of computer and related telecommunications systems in the Federal Government. The NIST, through its Computer Systems Laboratory, provides leadership, technical guidance, -
Identifying and Defining Relationships: Techniques for Improving Student Systemic Thinking
AC 2011-897: IDENTIFYING AND DEFINING RELATIONSHIPS: TECH- NIQUES FOR IMPROVING STUDENT SYSTEMIC THINKING Cecelia M. Wigal, University of Tennessee, Chattanooga Cecelia M. Wigal received her Ph.D. in 1998 from Northwestern University and is presently a Professor of Engineering and Assistant Dean of the College of Engineering and Computer Science at the University of Tennessee at Chattanooga (UTC). Her primary areas of interest and expertise include complex process and system analysis, process improvement analysis, and information system analysis with respect to usability and effectiveness. Dr. Wigal is also interested in engineering education reform to address present and future student and national and international needs. c American Society for Engineering Education, 2011 Identifying and Defining Relationships: Techniques for Improving Student Systemic Thinking Abstract ABET, Inc. is looking for graduating undergraduate engineering students who are systems thinkers. However, genuine systems thinking is contrary to the traditional practice of using linear thinking to help solve design problems often used by students and many practitioners. Linear thinking has a tendency to compartmentalize solution options and minimize recognition of relationships between solutions and their elements. Systems thinking, however, has the ability to define the whole system, including its environment, objectives, and parts (subsystems), both static and dynamic, by their relationships. The work discussed here describes two means of introducing freshman engineering students to thinking systemically or holistically when understanding and defining problems. Specifically, the modeling techniques of Rich Pictures and an instructor generated modified IDEF0 model are discussed. These techniques have roles in many applications. In this case they are discussed in regards to their application to the design process. -
Pm4dev, 2016 –Management for Development Series ©
pm4dev, 2016 –management for development series © Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2016 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers and organizations to assist in their project management activities. www.pm4dev.com Project Quality Management PROJECT QUALITY MANAGEMENT Quality management is the process for ensuring that all project activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance. Project quality management (QM) is not a separate, independent process that occurs at the end of an activity to measure the level of quality of the output. It is not purchasing the most expensive material or services available on the market. Quality and grade are not the same, grade are characteristics of a material or service such as additional features. A product may be of good quality (no defects) and be of low grade (few or no extra features). Quality management is a continuous process that starts and ends with the project. It is more about preventing and avoiding than measuring and fixing poor quality outputs. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase. -
Modelling, Analysis and Design of Computer Integrated Manueactur1ng Systems
MODELLING, ANALYSIS AND DESIGN OF COMPUTER INTEGRATED MANUEACTUR1NG SYSTEMS Volume I of II ABDULRAHMAN MUSLLABAB ABDULLAH AL-AILMARJ October-1998 A thesis submitted for the DEGREE OP DOCTOR OF.PHILOSOPHY MECHANICAL ENGINEERING DEPARTMENT, THE UNIVERSITY OF SHEFFIELD 3n ti]S 5íamc of Allai]. ¿Hoot (gractouo. iHHoßt ¿Merciful. ACKNOWLEDGEMENTS I would like to express my appreciation and thanks to my supervisor Professor Keith Ridgway for devoting freely of his time to read, discuss, and guide this research, and for his assistance in selecting the research topic, obtaining special reference materials, and contacting industrial collaborations. His advice has been much appreciated and I am very grateful. I would like to thank Mr Bruce Lake at Brook Hansen Motors who has patiently answered my questions during the case study. Finally, I would like to thank my family for their constant understanding, support and patience. l To my parents, my wife and my son. ABSTRACT In the present climate of global competition, manufacturing organisations consider and seek strategies, means and tools to assist them to stay competitive. Computer Integrated Manufacturing (CIM) offers a number of potential opportunities for improving manufacturing systems. However, a number of researchers have reported the difficulties which arise during the analysis, design and implementation of CIM due to a lack of effective modelling methodologies and techniques and the complexity of the systems. The work reported in this thesis is related to the development of an integrated modelling method to support the analysis and design of advanced manufacturing systems. A survey of various modelling methods and techniques is carried out. The methods SSADM, IDEFO, IDEF1X, IDEF3, IDEF4, OOM, SADT, GRAI, PN, 10A MERISE, GIM and SIMULATION are reviewed. -
A Method for Business Process Model Analysis and Improvement
A Method for Business Process Model Analysis and Improvement Andrii Kopp[0000-0002-3189-5623] and Dmytro Orlovskyi[0000-0002-8261-2988] National Technical University “KhPI”, Kyrpychova str. 2, 61002 Kharkiv, Ukraine {kopp93, orlovskyi.dm}@gmail.com Abstract. Since business process modeling is considered as the foundation of Business Process Management, it is required to design understandable and mod- ifiable process models used to analyze and improve depicted business process- es. Therefore, this article proposes a method for business process model analy- sis and improvement. The lifecycle of Business Process Management from business process modeling to applying the Business Intelligence and process mining techniques is considered. Existing approaches to business process model analysis are reviewed. Proposed method is based on best practices in business process modeling, process model metrics, and corresponding thresholds. The usage of business process model metrics and thresholds to formalize process modeling guidelines is outlined, as well as the procedure of business process model analysis and improvement is shown. The application of Business Intelli- gence techniques to support the proposed method is demonstrated. Keywords: Business Process Management, Business Process Modeling, Pro- cess Model Analysis, Process Model Improvement. 1 Introduction Today Business Process Management (BPM) is one of the most popular management concepts. It is based on the set of methods and tools used to design, analyze, improve, and automate organizational business processes. In its turn, business process is a structured set of activities that takes one or more kinds of input and produces a prod- uct or service valuable for a particular customer [1]. According to professor van der Aalst [2], BPM combines knowledge from infor- mation technology and knowledge from management sciences and applies this to operational business processes. -
Project System (PS) ESPS D N.I
Project System (PS) ESPS D N.I ADDO Release 4.6C Project System (PS) SAP AG Copyright © Copyright 2001 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft®, WINDOWS®, NT®, EXCEL®, Word®, PowerPoint® and SQL Server® are registered trademarks of Microsoft Corporation. IBM®, DB2®, OS/2®, DB2/6000®, Parallel Sysplex®, MVS/ESA®, RS/6000®, AIX®, S/390®, AS/400®, OS/390®, and OS/400® are registered trademarks of IBM Corporation. ORACLE® is a registered trademark of ORACLE Corporation. TM INFORMIX®-OnLine for SAP and Informix® Dynamic Server are registered trademarks of Informix Software Incorporated. UNIX®, X/Open®, OSF/1®, and Motif® are registered trademarks of the Open Group. HTML, DHTML, XML, XHTML are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology. JAVA® is a registered trademark of Sun Microsystems, Inc. JAVASCRIPT® is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, SAP Logo, R/2, RIVA, R/3, ABAP, SAP ArchiveLink, SAP Business Workflow, WebFlow, SAP EarlyWatch, BAPI, SAPPHIRE, Management Cockpit, mySAP.com Logo and mySAP.com are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other products mentioned are trademarks or registered trademarks of their respective companies. -
Using IDEF and QFD to Develop an Organizational Decision Support Methodology for the Strategic Justification of Computer-Integrated Technologies
UTTERWORTH lnternational JournalofProjectManagement Vol. 13, No. 3, pp. 177-185, 1995 E I N E M A N N Elsevier Science Ltd S Printed in Great Britain 0263-7863/95 210.00+ 0.00 0263-7863 (94) 00008-5 Using IDEF and QFD to develop an organizational decision support methodology for the strategic justification of computer-integrated technologies Joseph Sarkis Department of Information Systems and Management Sciences, Box 19437, University of Texas at Arlington, Arlington, TX 76019, USA Donald H Liles Automation and Robotics Research Institute, 7300 Jack Newell Boulevard, Fort Worth, TX 76118, USA The paper presents some issues relevant to the strategic justification of computer-integrated enterprise technologies for small and medium-sized manufacturing enterprises. To address the issue of making a strategic justification or 'business case' for these technologies, an organizational decision-making methodology that incorporates the strategies of the firm is needed, among other requirements. A research and development approach that integrates Quality Function Deployment and IDEF0 functional modeling to determine the requirements and processes for the justification methodology is presented. This approach has implications for future research and development for similar organizational decision-support processes and business-process reengineering. Keywords: quality-function deployment, IDEFO, strategic justification Current and future directions in the US domestic industrial CIE technologies are necessary to help enterprises become economy point to further global competitive pressures on agile enough to form interorganizational ad hoc partner- manufacturing enterprises of all sizes. For organizations to ships that emphasize each enterprise's core competencies ~. be able to compete on this global level, there need to be Examples of some of these technologies are computer- national and industrial visions, as well as enterprise-level integrated manufacturing systems, flexible manufacturing visions. -
IDEF0 Includes Both a Definition of a Graphical Model
Faculty of Information Technologies Basic concepts of Business Process Modeling Šárka Květoňová Brno, 2006 Outline • Terminology • A Brief History on Business Activity • The basic approaches to Business Process Modeling – Formal x informal methods of specification and analysis – Verification of the informal defined methods • Software tools for Business Process specification and analysis (ARIS, BP Studio, JARP, Woflan, Flowmake, Oracle BPEL Process Manager, etc.) • Standards of BPM in context of BP Challenges – BPEL, BPMN, BPML, BPQL, BPSM, XPDL, XLANG, WSCI etc. • Mapping of UML Business Processes to BPEL4WS • Conclusions Terminology of BPM • Business Process is a set of one or more linked procedures or activities which collectively realize a business objective or policy goal, normally within the context of an organizational structure defining functional roles and relationships. • Business process model – is the representation of a business process in a form which supports automated manipulation, such as modeling or enactment. The process definition consists of a network of activities and their relationships, criteria to indicate the start and termination of the process, and information about the individual activities, such as participants, associated data, etc. • Workflow – is the automation of a business process, in whole or part, during which documents, information or tasks are passed from one participant to another for action, according to a set of procedural rules. Terminology of BPM • Method is well-considered (sophisticated) system -
Quality Management Process © for [Project Name]
Project Quality Management Process © For [Project Name] Project Quality Management Process 1 Introduction The Project Quality Management Process is followed during the Execution phase of the Project Management Life Cycle as each deliverable is completed, prior to customer sign-off. What is a Quality Management Process? A Quality Management Process is a method by which the quality of deliverables and processes is assured and controlled during the project. This process entails completing a variety of review techniques and implementing a set of corrective actions to address any deficiencies and raise the quality levels within the project. The Quality Management Process involves: Listing the quality targets to achieve (from the Quality Review Form) Identifying the types of quality measurement techniques to be undertaken Measuring deliverable and process quality (via Quality Assurance and Quality Control) Taking action to enhance the level of deliverable and process quality Reporting the level of quality attained to project management When to use a Quality Management Process Although Quality Assurance methods may be initiated prior to the Execution phase, Quality Control techniques are implemented during the actual construction of each physical deliverable. Without a formal Quality Management Process in place, the basic premise of delivering the project to meet „time, cost and quality‟ targets may be compromised. © The Quality Management Process is terminated only when all of the deliverables and management processes have been completed and approved prior to project closure. 1.1 Instructions Not all sections in this document will apply due to the uniqueness of each project.If a particular section is not applicable; enter NA (Not Applicable) to indicate that you have at least considered this section. -
H)EF3 Technical Report Version 1.0 Chard J. Mayer Christopher P
L. H)EF3 Technical Report Version 1.0 _| i L, _chard J. Mayer Christopher P. Menzel : i_:_pa_la S.D. Mayer Know!edge Based Systems Laboratory L Depar tment- 0 fin-dustrial Engineering Texas A&M University College Station TX 77843 Reviewed by Michad-K, Painter, Capt, USAF Armstrong Laboratory Logistics Research Division Wright-Patterson =Air Force Base, Ohio 45433-6503 :_ _=_January 1991 i _: ?_ | - , i (NASA-CR-I90279) {RESEARCH ACCOMPLISHED AT N92-26587 THE KNOWLEDGE BASED SYSTEMS LAB: IDEF3, VERSION 1.0] (Texas A&M Univ.) 56 p Unclag G]/_I 0086873 L == ; IDEF3 Technical Report Version 1.0 Richard J. Mayer Christopher P. Menzel Paula S.D. Mayer Knowledge Based Systems Laboratory Department of Industrial Engineering Texas A&M University College Station TX 77843 Reviewed by Michael K. Painter, Capt, USAF Armstrong Laboratory Logistics Research Division Wright-Patterson Air Force Base, Ohio 45433-6503 January 1991 umd w _- :7. m w Preface This paper describes the research accomplished at the Knowledge Based Systems Laboratory of the Department of Industrial Engineering at Texas A&M University. Funding for the Laboratory's research in Integrated Information System Development Methods and Tools has been provided by the Air Force Armstrong Laboratory, Logistics Research Division, AFWAL/LRL, Wright-Patterson Air Force Base, Ohio 45433, under the technical direction of USAF Captain Michael K. Painter, under subcontract through the NASA RICIS Program at the University of Houston. The authors and the design team wish to acknowledge the technical insights and ideas provided by Captain Painter in the performance of this research as well as his assistance in the preparation of this report. -
PROJECT MANAGEMENT PROGRAM Project Management THIS DEGREE IS NOT FINANCIAL AID ELIGIBLE BACHELOR of APPLIED SCIENCE (BAS) REQUIRED CREDITS: 121 DEGREE CODE: PMGT-BAS
PROJECT MANAGEMENT PROGRAM Project Management THIS DEGREE IS NOT FINANCIAL AID ELIGIBLE BACHELOR OF APPLIED SCIENCE (BAS) REQUIRED CREDITS: 121 DEGREE CODE: PMGT-BAS DESCRIPTION *Admittance into the Bachelor of Applied Science will require a minimum of an associate degree from an accredited institution. The Bachelor of Applied Science (BAS) in Project Management degree aligns with the Career and Technical Education (CTE) degrees by allowing for a seamless articulation of the Associate of Applied Science programs. The BAS in Project Management degree will be administered in an accelerated structure to meet industry demand. The Bachelor of Applied Science (BAS) degree in Project Management provides a unique pathway for students to build upon the technical skills and knowledge acquired in attaining an associate degree. The BAS degree is designed to instill abilities and competence, this degree program focuses on developing student communication, project management skills, and decision making abilities within a broader context rather than a single vocation. STUDENT LEARNING OUTCOMES • Analyze and apply the role of the project manager in driving an organization’s key performing indicators within an organization. Conduct planning activities that forecast project costs, completion, quality, and necessary resources. • Acquire and apply the necessary theoretical management, knowledge, practices, and organizational structural work-flow processes required to be successful in any project management career designation. • Utilize tools specific to project management, applicable to many industries, that ensure projects are on time, on budget, and within the project’s original scope. • Develop and apply analytical frameworks, strategic planning skills, and managerial insight to be more effective project leaders and contributors.