PM Processes Research Articles

How artificial intelligence will transform project management in the age of digitization: a systematic literature review

AbstractAmong the causes of the low success rate of the projects (around 35% of the total) is the low level of maturity of the technologies available for the management of the projects themselves. However, today many researchers, startups and innovative companies are starting to apply artificial intelligence (AI), machine learning and other advanced technologies to the field of project management. By 2030 the industry will undergo significant changes. By using the Preferred Reporting Items for Systematic Review and Meta-Analyses (PRISMA) protocol this paper explores the intersection of project risk management and AI. The study highlights how AI-driven methodologies and tools can revolutionize the way project risks are managed throughout the project lifecycle. Specifically, 215 papers have been analysed to explore how the scientific community has been moving so far on the topic. Besides, a cross-sectional investigation of the PM processes and AI categories/tools was carried out to identify any path that is prevalent, where the prevalence comes from, and for which PM process or sector it is most successful. Finally, from this study several gaps emerged that scientific research would have to fill to effectively implement AI in PM and that have been turned into opportunities for future research in the form of a research agenda.

Can Feedback Boost Prospective Memory Performance?

Abstract Prospective memory (PM) refers to remembering to perform intended actions in the future. Although there is ample evidence supporting the benefits of feedback for memory, it is unclear whether these benefits can be extended to the field of PM. Therefore, 2 experiments were conducted to investigate the role of feedback in PM. Experiment 1 compared PM performance in 3 feedback conditions (no feedback, ongoing task feedback, PM feedback). Experiment 2 further examined the effects of feedback valence (positive feedback or negative feedback) on PM performance under different task loads (task variability). Results suggested that providing feedback improved PM performance. The fluctuation of costs to PM during different feedback phases reflected the dynamically strategic monitoring for PM, especially in the PM feedback condition. Additionally, a significant PM performance difference between positive feedback and negative feedback in the invariable condition was observed. More importantly, only under the variable condition did the fluctuation of costs to PM task with positive feedback increase from the baseline phase to the second feedback phase. This finding indicated positive feedback promoted PM performance accompanied by more cognitive resources needed for strategic monitoring, and negative feedback boosted PM performance, relying on spontaneous retrieval independent of cognitive resources. Altogether, feedback boosted PM, and this benefit varies depending on the type of feedback and task variability. These results reflected a flexible change in PM processes and supported the dynamic multiprocess view of PM.

PM innovation delivers automotive progress

Prof P Ramakrishnan, from the Indian Institute of Technology, reviews PM materials and processes and sets out how they benefit automotive makers.

An Efficient Binary Integer Programming Model for Residency Time-Constrained Cluster Tools With Chamber Cleaning Requirements

Cluster tools play a significant role in the entire process of wafer fabrication. As the width of circuits in semiconductor chips shrinks down to less than 10nm, strict operational constraints are imposed on the operations of cluster tools in order to ensure the quality of processed wafers. Particularly, wafer residency time constraints and chamber cleaning requirements are commonly seen in etching, chemical vapor deposition, coating processes, etc. They make the scheduling problem of cluster tools more challenging. This work aims to provide a solution for dual-arm cluster tools with wafer residency time constraints and chamber cleaning requirements. To do so, it proposes a novel virtual wafer-based scheduling method. By this method, under a steady state, a PM processes either a real or virtual wafer at a time. When a PM processes a virtual one, its chamber can perform a cleaning operation. In this way, we can meet not only the strict residency time constraints for real wafers, but also innovatively meet chamber cleaning requirements. Based on such a novel scheduling method, an efficient binary integer programming model is established to optimize the throughput of cluster tools. Finally, experiments are performed to show the efficiency and effectiveness of the proposed method. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Note to Practitioners</i> —To ensure wafer quality in semiconductor manufacturing, engineers have to impose wafer residency time constraints and chamber cleaning requirements on the operations of cluster tools. In order to tackle their scheduling problem with these constraints, this work proposes a novel method based on the use of virtual wafers. Under a one-cyclic schedule obtained for time-constrained cluster tools without chamber cleaning requirements, virtual wafers are loaded into the tool such that when a PM processes a virtual wafer, a chamber cleaning operation can be performed in practice. The key to solve this scheduling problem is to find a wafer loading sequence with the highest performance in terms of cycle time. To do so, this work establishes an efficient binary integer programming model to search for such a solution. Since the obtained solution is a periodical wafer loading sequence based on a one-wafer cyclic schedule, it can be easily implemented. Therefore, this work has a high practical value to numerous semiconductor manufacturers.

Project management education through simulation: Achieving reliability, relevance, and reality in a “messy” environment

AbstractProject management (PM) work readiness requires preparation beyond the knowledge of concepts and best practices to develop and practice soft skills needed for successful project management. This article proposes a methodology that combines real‐world practitioner tools, PM processes, and a Microsoft Excel‐based PM Simulator to create a “messy” project environment for students to apply concepts supported by soft skill practice. This methodology addresses a gap in classroom strategies focusing on soft skill development via practice rather than knowledge conveyance for PM education. Faculty provides a project case study for students to plan and execute, starting with charter development and carrying through project execution. This article illustrates one potential case study, but any project planning case study can be used with the PM Simulator as long as the project plan from the case has fewer than 100 individual tasks (PM Simulator constraint). Faculty can control complexity to prevent unwinnable and overly easy scenarios preventing students from becoming frustrated or bored, each a potential learning roadblock. The simulation of an unpredictable project environment occurs as students are faced with challenges that they must assess and overcome. Two pilot implementations successfully demonstrated that students learned to create incremental project artifacts such as charters, project plans, status reports, and learned schedule versus budget‐balancing concepts.

Integration of Project Management with Hospital Construction in India

Project Management in India has been one of the most under rated aspect of a construction project. Until recently, it has been observed as more of a burden than being a powerful tool to complete the project efficiently and in a timely manner. Some of the major contributors in the above are adhering to multiple formats, extensive record keeping, processing Project Management data into Project Management information, analyzing the outcomes and implementing improvements at site, etc. However, with rapid globalization, Project Management techniques have been adopted in various construction projects across the country and proved to be highly efficient in completing complex projects in a time bound manner with optimum results and desired quality. The construction and commissioning of complex commercial buildings like Hospitals mandate the implementation of Project Management processes, more so in Indian market scenario. There is a huge scope for improvement in a construction project by following the PM processes from the inception of the project. The author is currently working as the Planning &Co-ordination Head for the construction of India’s largest Medical Campus. An attempt is made by the author to amalgamate Project Management practices with real-time construction and commissioning of a fully air conditioned hospital in India.

GREEN ENERGY PROJECT`S EFFICIENCY: A CROSS-INDUSTRY EVALUATION

Renewable energy attracts wide attention of world due to high importance and relevance. The study is devoted to this topic and aims to identify critical Project Management (further PM) knowledge areas those affect efficiency of green energy project, and to reveal PM tools those increase an efficiency. The study investigates 253 high-tech projects from Kazakhstan and compares green energy projects with projects from other industries like Information technologies (further IT), nanotechnologies and communications. Authors use Project Management Planning Quality (further PMPQ) model for measuring the efficiency of these projects and for identifying critical factors of efficiency. Results show that IT projects have highest level of efficiency (cost overrun –12,2%, schedule overrun –2,8%, project performance –8,8), when green energy projects show average level of efficiency (cost overrun – 45,13%, schedule overrun –6,2%, project performance –7,5). Research findings link these results with use intensity of PM processes. Project efficiency evaluation has also revealed critical knowledge areas for green energy projects like project schedule management, communication management, risk and quality management. Thus, authors have suggested tools and techniques from revealed knowledge areas for improving efficiency of project.Keywords: Green Energy Project, Project Efficiency, Project Management, Project Planning, Kazakhstan. JEL Classifications: C39, O21, Q20, Q42DOI: https://doi.org/10.32479/ijeep.8137

Introducing project management system into enterprises of defense industry in Kazakhstan

Currently, active work is underway to introduce a project-based approach to the management of new product production processes. However, even if the need to implement project management is undeniable, the question arises of the pitfalls in implementing these innovations into the defense enterprises. Based on this, this work aims to determine organizational problems of implementing project management system into an enterprise of the defense industry. The following methods were used to collect data: in-depth interviews with employees of the company, taking a direct and key part in the PM processes; study of internal regulatory and other documentation on the research object; conducting a survey of employees. The research revealed the use of project management tools that are developed mostly in procurement management. The main problems of project management implementation are in scheduling, communications and integration management. The weaknesses in terms of the support provided for the implementation of projects by the enterprise include such areas as the availability of standard project management software and the organization of permanent trainings on project management. Based on the problems revealed, some recommendations are made for implementation of project management system in the enterprise of the defense industry.

Process analysis of PM2.5 pollution events in a coastal city of China using CMAQ

US EPA's Community Multiscale Air Quality modeling system (CMAQ) with Process Analysis tool was used to simulate and quantify the contribution of individual atmospheric processes to PM2.5 concentration in Qingdao during three representative PM2.5 pollution events in the winter of 2015 and 2016. Compared with the observed surface PM2.5 concentrations, CMAQ could reasonably reproduce the temporal and spatial variations of PM2.5 during these three events. Process analysis results show that primary emissions accounted for 72.7%–93.2% of the accumulation of surface PM2.5 before and after the events. When the events occurred, primary emissions were still the major contributor to the increase of PM2.5 in Qingdao, however the contribution percentage reduced significantly, which only account for 51.4%–71.8%. Net contribution from horizontal and vertical transport to the accumulation of PM2.5 was also positive and its percentage increased when events occurred. Only 1.1%–4.6% of aerosol accumulation was due to PM processes and aqueous chemical processes before and after events. When the events occurred, contribution from PM processes and aqueous chemistry increased to 6.0%–11.8%. Loss of PM2.5 was mainly through horizontal transport, vertical transport and dry deposition, no matter during or outside the events. Wet deposition would become the main removal pathway of PM2.5, when precipitation occurred.

Powder metallurgy of titanium – past, present, and future

ABSTRACTPowder metallurgy (PM) of titanium is a potentially cost-effective alternative to conventional wrought titanium. This article examines both traditional and emerging technologies, including the production of powder, and the sintering, microstructure, and mechanical properties of PM Ti. The production methods of powder are classified into two categories: (1) powder that is produced as the product of extractive metallurgy processes, and (2) powder that is made from Ti sponge, ingot, mill products, or scrap. A new hydrogen-assisted magnesium reduction (HAMR) process is also discussed. The mechanical properties of Ti-6Al-4V produced using various PM processes are analyzed based on their dependence on unique microstructural features, oxygen content, porosity, and grain size. In particular, the fatigue properties of PM Ti-6Al-4V are examined as functions of microstructure. A hydrogen-enabled approach for microstructural engineering that can be used to produce PM Ti with wrought-like microstructure and properties is also presented.Abbreviations: AM: additive manufacturing; ARC: Albany Research Center; BE: blended elemental; BUS: broken-up structure; CCGA: close-coupled gas atomisation; CHIP: CIP-sinter-HIP; CIP: cold isostatic pressing; CP-Ti: commercially pure Ti; DRTS: direct reduction of Ti-slag; CSIR: Council for Scientific and Industrial Research (South Africa); CSIRO: Commonwealth Scientific and Industrial Research Organization (Australia); EIGA: electrode induction gas atomisation; EMR: electronically mediated reduction; FFC: Fray, Farthing, and Chen; GA: gas atomisation; GIF: gaseous isostatic forging; GSD: granulation-sintering-deoxygenation; HAMR: hydrogen-assisted magnesium reduction; HDH: hydride–dehydride; HIP: hot isostatic pressing; HSPT: hydrogen sintering and phase transformation; MA: master alloy; MER: Materials & Electrochemical Research Corporation (US); MHR: metal hydride reduction; MIM: metal injection molding; OM: optical microscope; OS: Ono and Suzuki; PA: pre-alloyed; P/C: performance to cost ratio; PIF: pneumatic isostatic forging; PM: powder metallurgy; PREP: plasma rotating electrode process; PP: post-processing; PS: press and sinter; QIT: Quebec Iron & Titane, Inc. (Canada); SEM: scanning electron microscope; SPS: spark plasma sintering; SOM: solid oxide membrane; THP: thermohydrogen processing; TMP: thermomechanical processing; UFG: ultrafine grain; UGS: upgraded titanium slag; UTS: ultimate tensile strength; USTB: University of Science and Technology Beijing (China); VA: vacuum atomisation; VHP: vacuum hot pressing; WP: wrought process; YS: yield strength

2811 『プロジェクト文書』がプロジェクトマネジメントプロセスの相互作用に与える影響度の分析(一般セッション)

2811 『プロジェクト文書』がプロジェクトマネジメントプロセスの相互作用に与える影響度の分析(一般セッション)

Applying project management for new service development

Purpose This paper aims to provide an innovative solution on new service development (NSD) implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. Design/methodology/approach By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. Findings This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Research limitations/implications This study was to provide an innovative solution on NSD implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Consequently, we concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features. Practical implications Consequently, it is concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.

Dynamic formation of ER-PM junctions presents a lipid phosphatase to regulate phosphoinositides.

Endoplasmic reticulum-plasma membrane (ER-PM) contact sites play an integral role in cellular processes such as excitation-contraction coupling and store-operated calcium entry (SOCE). Another ER-PM assembly is one tethered by the extended synaptotagmins (E-Syt). We have discovered that at steady state, E-Syt2 positions the ER and Sac1, an integral ER membrane lipid phosphatase, in discrete ER-PM junctions. Here, Sac1 participates in phosphoinositide homeostasis by limiting PM phosphatidylinositol 4-phosphate (PI(4)P), the precursor of PI(4,5)P2 Activation of G protein-coupled receptors that deplete PM PI(4,5)P2disrupts E-Syt2-mediated ER-PM junctions, reducing Sac1's access to the PM and permitting PM PI(4)P and PI(4,5)P2to recover. Conversely, depletion of ER luminal calcium and subsequent activation of SOCE increases the amount of Sac1 in contact with the PM, depleting PM PI(4)P. Thus, the dynamic presence of Sac1 at ER-PM contact sites allows it to act as a cellular sensor and controller of PM phosphoinositides, thereby influencing many PM processes.

Dynamic Contacts between the Endoplasmic Reticulum and the Plasma Membrane Regulate Phosphoinositide Metabolism and Control Cellular Excitability

Contacts between the endoplasmic reticulum and the plasma membrane (ER-PM junctions) facilitate intracellular communication and are essential to excitation-contraction coupling and store-operated calcium entry (SOCE). We find that they also regulate membrane phosphoinositides, lipids that control ion channels and electrical excitability. We examined how Sac1, an ER-integral 4-phosphatase, regulates PM phosphoinositides via ER-PM junctions. Through the use of HPLC mass spectrometry to quantitatively monitor phosphoinositides, and super resolution microscopy to determine the localization of Sac1, we have discovered that at steady state the cortical ER tethering protein extended synaptotagmin 2 (E-Syt2) positions the ER and Sac1 in discrete ER-PM junctions. Here, the enzyme's phosphatase activity participates in phosphoinositide homeostasis by limiting PM phosphatidylinositol 4-phosphate (PI(4)P), the precursor of PI(4,5)P2. Activation of G-protein coupled receptors that deplete PM PI(4,5)P2 also dynamically redistributes the ER, and as a consequence Sac1, away from the PM. Conversely, physiological depletion of ER luminal calcium and consequent activation of SOCE leads to increased contact between the ER and the PM and enhanced Sac1 depletion of PM PI(4)P. Further, Sac1 overexpression increases the number of STIM1 puncta at steady-state and during SOCE, resulting in higher cytoplasm calcium levels at rest and during calcium entry. Thus, the dynamic presence of Sac1 at ER-PM junctions allows it to act as a cellular sensor and controller of PM phosphoinositides and thereby influence many PM processes including electrical excitability. Supporting NIH grant R37NS08174.

An Intelligent Project Management Maturity Model for Moroccan Engineering Companies

Engineering projects are managed in an environment often characterized by turbulence, complexity, and crucial need for flexibility and high quality information. The success or failure of these projects depends on decisions made during their life cycle. The burden of a bad decision in general and in the engineering sector, in particular, where business is generally run through projects, is becoming very overwhelming and these companies are urged to change the way they make decisions. They have to base their decisions more and more on high quality information, effective knowledge management (KM), and competitive intelligence (CI), tools. More importantly, they have to use an effective decision analysis process to avoid mental bias that is the most important reason behind bad decisions. Furthermore, such a project decision analysis process should reinforce the strategic alignment of the organization in order to achieve the desired decision strategic impact. However, the conjunction and harmonization of all these processes and systems require smooth and careful implementation, allowing for effective change management and high levels of maturity in project decision-making capabilities and competencies. Accordingly, the ECs need to climb suitable maturity levels, leading to both agility and flexibility. While agility relies on strong and adaptive processes covering the three main components of enterprise intelligence, namely business intelligence, CI and KM, flexibility for a project-based organization means a combination in a proper dosage of effective organizational PM processes, on the one hand, and balanced project decision processes, on the other.

Advanced PM Processes for Medical Technologies

Advanced PM Processes for Medical Technologies

Integration of project-based management and change management

Purpose – The successful management of change using a project-based intervention is crucial for any organization to succeed in the highly competitive and evolving global business environment. Whilst a number of theories of change management are widely accepted, literature suggests they are falling short of their endeavors as a result of the theories lacking a useful framework to successfully plan, implement and manage change. This paper seeks to address these issues. Design/methodology/approach – This article critically argues the value of project-based management in the change management process with particular focus on PRINCE2 and PMBoK. As such, change management can be considered a project and utilize project-based processes to successfully implement change. Findings – Using PMBoK and PRINCE2 as a reference, a number of PM processes and techniques have been detailed which demonstrate the applicability of project-based processes for implementation of CM initiatives. Research limitations/implications – ...

Critical evaluation of project‐based performance management

PurposeThe purpose of this paper is to evaluate project‐based management in the context of interventions to initiate improved organisation performance.Design/methodology/approachThe work draws on literature from project management, change management (CM) and performance management.FindingsResults identify the interrelated aspects of project management, CM, and performance management. Conclusions indicate that improved organizational performance and increased productivity would be achieved by adopting an integrative approach to project‐based interventions.Research limitations/implicationsFurther research into specific integrated techniques and tools for delivering change would be valuable with particular focus on technical contributions to CM. Moreover, the PM field could gain from utilising CM processes in implementation of projects.Practical implicationsWhilst a number of theories of CM are widely accepted, literature suggests they are falling short of their endeavours as a result of the theories lacking a useful framework to successfully plan, implement and manage change.Social implicationsThe rapidly changing business environment has required organisations to seek out effective processes, tools and techniques to implement successful change. Whilst there is a significant body of literature surrounding CM, the high failure rate of change interventions suggests improvements could be made to its management, monitoring and control. The analytical focus of this research was in how the common and most utilised CM models could be improved with PM processes, in order to appropriately deliver successful change.Originality/valueThis article critically argues the value of project‐based management in the CM process, with particular focus on the Project Management Book of Knowledge (PMBoK). As such, change interventions to bring about improved organizational performance can be considered a project; as such, a new approach to project‐based change interventions is proposed.

Understanding of the formation mechanisms of ozone and particulate matter at a fine scale over the southeastern U.S.: Process analyses and responses to future-year emissions

Ozone (O3) and fine particle (PM2.5) formation over the southeastern U.S. are of a major concern due to high emissions of precursors and special weather conditions that are conducive to their formation. In this study, the Community Multiscale Air Quality (CMAQ) modeling system is applied to simulate the formation of major air pollutants over an area in the southeastern U.S. at a 4-km horizontal grid resolution for January, April, July, and October in 2002 and 2018. Model performance evaluation shows an overall satisfactory performance for O3 in all months and for PM2.5 in January and October at rural sites and in January, April, and October at urban sites. Large underpredictions in PM2.5 concentrations occur in April and July at rural sites and in July at urban sites, because of biases in meteorological predictions and underestimation of emissions of precursors. The model performance at 4-km in terms of O3, PM2.5 and PM2.5 components show some improvements but overall are not always better than that at 12-km. O3 chemistry is VOC-limited in urban areas and NOx-limited over the west of the mountain regions and the southern Georgia throughout the year, and VOC-limited over the rest of areas in January but NOx-limited in other months. Among all photochemical indicators examined, PH2O2/PHNO3 and O3/NOy are the most robust indicators. The domain is NH3-rich or neutral in all months, indicating a high potential for NH4NO3 formation and the sensitivity of PM2.5 formation to the emissions of SO2, NOx, and NH3. Surface O3 is accumulated primarily through vertical transport in urban, rural and coastal areas and both horizontal and vertical transport in mountain regions and produced via gas-phase chemistry at non-urban sites during daytime. The loss of O3 is attributed to gas-phase chemistry via NO titration in urban areas, and dry deposition and transport processes in rural and mountain areas. PM2.5 is produced by primary emissions and PM processes and lost through vertical and horizontal transport in urban areas. The combined effects of transport, emissions, and PM processes influence PM concentrations in other areas. The 2018 simulations project a decrease in PM2.5 concentrations and an improvement in visibility over almost the entire domain, slight decreases in O3 mixing ratios in urban areas in July and most non-urban areas in April and October but large increases in the rest of areas in other months, and a decrease in total N deposition fluxes in most areas except for central and eastern North Carolina and northern Georgia. The development of integrated emission control strategies should consider region-specific seasonality and differences in the responses of O3, PM2.5, visibility, and nitrogen deposition.

Energy balance of a belt sinter furnace

Controlling the energy consumption in PM processes is becoming increasingly crucial, as in all competing industries. It has been shown that the core PM process of sintering is responsible for most of the energy consumption. To improve understanding of the energy flows, a detailed analysis has been undertaken of a typical belt furnace, involving the mass flow of belt, sinter trays and payload as well as the flow of protective gases, combustible gases and electric energy. Different loading conditions were investigated to generate a complete image of the furnace. Various details have been analysed in a flow canal to understand the physics. The monitored data were matched and checked against a calculated physical balance.