Challenges in integrating requirements management with PLM

Papinniemi, Jorma; Hannola, Lea; Maletz, Michael

doi:10.1080/00207543.2013.849011

Cited by 20 publications

(17 citation statements)

References 27 publications

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“…Meeting customer requirements (CRs) is critical to product design. Papinniemi, Hannola, and Maletz (2014) discussed challenges of requirements management relevant to production life cycle management in automotive industry. They proposed a framework integrating the two components for identifying interdependencies of product structures and requirements and examining the effects of life cycle changes.…”

Section: Product Designmentioning

confidence: 99%

From data to big data in production research: the past and future trends

Kuo

Kusiak

2018

International Journal of Production Research

155

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Data have been utilised in production research in meaningful ways for decades. Recent years have offered data in larger volumes and improved quality collected from diverse sources. The state-of-the-art data research in production and the emerging methodologies are discussed. The review of the literature suggests that production research enabled by data has shifted from that based on analytical models to data-driven. Manufacturing and data envelopment analysis have been the most popular application areas of data-driven methodologies. The research published to date indicates that data mining is becoming a dominant methodology in production research. Future trends and opportunities for data-driven production research are presented.

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Section: Product Designmentioning

confidence: 99%

From data to big data in production research: the past and future trends

Kuo

Kusiak

2018

International Journal of Production Research

155

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“…This framework can be used to choose PLM Software more that is more acclimated to enterprise requirements management (Papinniemi, Hannola, and Maletz 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Factors that influence product life cycle management to develop greener products in the mechanical industry

Oliveira¹,

Silva²,

Silva

et al. 2015

International Journal of Production Research

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Our aim was to discover the most important factors that influence the development of greener products in the mechanical industry, emphasising green design in product creation based on current environmental issues and considering product development as one important aspect of product life cycle management. This model is important to the mechanical industry because this sector relies heavily on raw materials, and recycling products is one way to improve environmental conditions. We used exploratory factor analyses to assess new product development, communication in change management, concurrent engineering, green products design worries and supplier involvement risks perception. The factor analyses initially found 10 constructs, but the 10th was eliminated because it had only one variable, and 5 were eliminated because they yielded Cronbach's alpha values less than 0.6. To develop this model, we sent questionnaires to 2000 professionals in the Brazilian mechanical industry through LinkedIn discussion groups, mostly to professionals who participated in product development and was received 405 answered questionnaires which 394 was considered valid. The results show the importance of consistently managing product development throughout the entire product life cycle. This includes aspects such as product recycling, green products and using materials that are easy to recycle, from the very beginning of product design.

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“…Gaddis (1959) talks about the role of the project manager in technical work and how s/he must take the product through all phases of the lifecycle and Mee (1964), suggests a simple lifecycle model is required with phases including analysis, development and production. From this early writing little appeared in the operations management literature until more recently where considerations such as the need to manage innovation (Milewski et al, 2015), growing sophistication in product design (Papinniemi et al, 2014) and product control (He et al, 2006), more complex supply chains (Chiang and Trappey, 2007), the lifecycle-based trend towards servitization in manufacturing and engineering firms (Datta and Rajkumar, 2011, Vandermerwe and Rada, 1988, Baines et al, 2009, Martinez et al, 2017, Batista et al, 2017 and the growing sustainability agenda (Gmelin and Seuring, 2014, Bevilacqua et al, 2007, Mascle and Zhao, 2008 has reaffirmed the utility of product lifecycles models and increased overall interest in them.…”

Section: Pmos and Lifecycle Modelsmentioning

confidence: 99%

The role of the Project Management Office (PMO) in product lifecycle management: A case study in the defence industry

Paton

Andrew

2019

International Journal of Production Economics

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Research on Project Management Offices (PMOs) has concentrated on their structure and role as an integrator to facilitate, coordinate and support project activity across organizations and portfolios. This 'lateral' focus across organizations has to some extent disregarded the 'longitudinal' scope of the PMO and its potential to aid in the effective implementation of product lifecycle management. Here we examine critically the PMO's role as a longitudinal integrator of activity across the product lifecycle. More specifically we examine the PMO's potential to bridge the interface gaps that exist between product lifecycle phases. It uses the findings of an empirical study carried out in a multinational defence company to research the interface between the bid submission stage and subsequent stages. It finds that interface gaps bring issues of inconsistent strategic intent across phases, dissimilar process and method used in separate phases, and poor knowledge management within the gaps between phases. It finds that the PMO can provide continuity across phases by maintaining coherence of purpose, process, and method, and integrity of knowledge to enhance the performance of both the pre-and post-gap phases of the lifecycle. It further suggests that exploration of the lifecycle-based role of the PMO may present opportunities to enhance the strategic value of the PMO within organizations and also improve the integration between project management practice and product lifecycle management. The study contributes to both the product lifecycle management literature and the literature on the role and function of the PMO.

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Challenges in integrating requirements management with PLM

Cited by 20 publications

References 27 publications

From data to big data in production research: the past and future trends

From data to big data in production research: the past and future trends

Factors that influence product life cycle management to develop greener products in the mechanical industry

The role of the Project Management Office (PMO) in product lifecycle management: A case study in the defence industry

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