The Effects of Schedule-Driven Project Management in Multi-Project Environments

Project Management is the most basic and key component in a project. Multi-project environments enable us to develop projects at a quicker pace than the normal traditional project managements. Lack of project management creates variations in the timeline of individual projects, creating delays for the immediate consequent sub-project if present any, thus increasing the importance of studying and understanding project management in multi-project environments. Customers who request projects would be particularly about the deadline for the successful submission of the projects. Hence schedule-driven project management should be applied to the multi-project environments which comparably increases the complexity of the project management than the other multi-project environments. This paper deals with the constraints in schedule driven project management with variables like resources, workforce, project improvisations, etc., and how the similarity would affect the multi-project environments.

[1]  Denise Bower,et al.  Construction client multi-projects – A complex adaptive systems perspective , 2009 .

[2]  David O'Sullivan,et al.  Multiple project management: a modern competitive necessity , 2005 .

[3]  Alex Pavlak.  Project Troubleshooting: Tiger Teams for Reactive Risk Management , 2004 .

[4]  Robert G. Cooper,et al.  Stage-gate systems: A new tool for managing new products , 1990 .

[5]  P. Biernacki,et al.  Snowball Sampling: Problems and Techniques of Chain Referral Sampling , 1981 .

[6]  Michael Pidd,et al.  Tools for Thinking—Modelling in Management Science , 1997 .

[7]  Durward K. Sobek,et al.  The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster , 1995 .

[8]  John A. Kuprenas.  Implementation and performance of a matrix organization structure , 2003 .

[9]  Roger Calantone,et al.  Performance and time to market: accelerating cycle time with overlapping stages , 2000, IEEE Trans. Engineering Management.

[10]  Richard F. Deckro,et al.  A heuristic for multi-project scheduling with limited resources in the housing industry , 1990 .

[11]  Steffen Bayer,et al.  Business dynamics: Systems thinking and modeling for a complex world , 2004 .

[12]  Stuart E. Madnick,et al.  Software Project Dynamics: An Integrated Approach , 1991 .

[13]  Matti Kaulio,et al.  Project leadership in multi-project settings: Findings from a critical incident study , 2008 .

[14]  N. Repenning.  Understanding fire fighting in new product development , 2001 .

[15]  M. Rosenau.  Faster New Product Development , 1988 .

[16]  Jonas Söderlund,et al.  Getting control of multi-project organizations: Combining contingent control mechanisms , 2010 .

[17]  Edward B. Roberts,et al.  A simple model of R & D project dynamics , 1974 .

[18]  P. Eskerod,et al.  Project portfolio management - There's more to it than what management enacts , 2008 .

[19]  James M. Lyneis,et al.  Strategic management of complex projects: a case study using system dynamics , 2001 .

[20]  Stylianos Kavadias,et al.  OPTIMAL PROJECT SEQUENCING WITH RECOURSE AT A SCARCE RESOURCE , 2009 .

[21]  David N. Ford,et al.  The Liar's Club: Concealing Rework in Concurrent Development , 2003, Concurr. Eng. Res. Appl..

[22]  Richard F. Deckro,et al.  Optimization analysis for design and planning of multi-project programs , 1998, Eur. J. Oper. Res..

[23]  Steven C. Wheelwright,et al.  Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality , 1992 .

[24]  Jay W. Forrester,et al.  Industrial Dynamics---After the First Decade , 1968 .

[25]  J. Sterman.  Learning in and about complex systems , 1994 .

[26]  David M Levinson,et al.  First Mover Advantages , 2011 .

[27]  Robert G. Cooper,et al.  Portfolio Management in New Product Development: Lessons from the Leaders-I , 1997 .

[28]  Tarek K. Abdel-Hamid,et al.  Understanding the "90% syndrome" in software project management: A simulation-based case study , 1988, J. Syst. Softw..

[29]  D. Jonas.  Empowering project portfolio managers: How management involvement impacts project portfolio management performance , 2010 .

[30]  Karlos Artto,et al.  Problems in managing internal development projects in multi-project environments , 2003 .

[31]  K. Eisenhardt,et al.  Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry , 1995 .

[32]  I. Kurtulus,et al.  Multi-Project Scheduling: Categorization of Heuristic Rules Performance , 1982 .

[33]  Joana Geraldi,et al.  The balance between order and chaos in multi-project firms: A conceptual model , 2008 .

[34]  Z. Miskawi,et al.  An S-curve equation for project control , 1989 .

[35]  Zohar Laslo,et al.  Resource allocation under uncertainty in a multi-project matrix environment: Is organizational conflict inevitable? , 2008 .

[36]  Michael A. Cusumano,et al.  Thinking Beyond Lean: How Multi Project Management is Transforming Product Development at Toyota and Other Companies , 1998 .

[37]  Scott E. Fricke,et al.  Managing multiple engineering projects in a manufacturing support environment , 2000, IEEE Trans. Engineering Management.

[38]  Jonas Söderlund,et al.  On the broadening scope of the research on projects: A review and a model for analysis , 2004 .

[39]  A. Griffin.  PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best Practices , 1997 .

[40]  Mats Engwall,et al.  The resource allocation syndrome: the prime challenge of multi-project management? , 2003 .

[41]  Fred P. Brooks,et al.  The Mythical Man-Month , 1975, Reliable Software.

[42]  Michael A. Cusumano,et al.  Multiproject strategy, design transfer, and project performance: a survey of automobile development projects in the US and Japan , 1995 .