Towards an integration of process modeling and project planning

Gnatz, Michael; Deubler, Martin; Meisinger, Michael; Rausch, Andreas

doi:10.1049/ic:20040440

Cited by 6 publications

(4 citation statements)

References 4 publications

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“…We found that the communication difficulties between the subgroups were largely caused by the discrepancies of the adopted PPMs between the subgroups in Sri Lanka and Japan. PPM (project process model) is defined as the abstract representations of a product development process and how tasks are aligned and accomplished during the project (Gnatz, Deubler, Meisinger, & Rausch, 2004). PPMs are based on the members' previous experiences and/or some contagion effects at the local working environment due to daily in-person interactions and cultural influences.…”

Section: Description Example Quotes Language Mediators As Communicati...mentioning

confidence: 99%

Narrowing the communication gap in internationally distributed teams: the case of software-development teams in Sri Lanka and Japan

2021

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Communication between geographically separated subgroups in internationally distributed teams (IDTs) is quite challenging because their communication is relatively sparse and relies heavily on electronic media. In the current study, we employed a grounded theory approach and conducted an in-depth case study of two IDTs with subgroups in Sri Lanka and Japan to investigate why communication problems occur between the subgroups and how these can be solved. The findings indicated that although language fluency did not pose a serious threat, the teams encountered communication problems because they did not develop a wellshared team mental model (TMM). Our study further revealed that project process models (PPMs) play a key role in developing well-shared TMMs in IDTs, and the underlying process is facilitated by bridge individuals. Our findings extend the knowledge-sharing perspective of IDTs by focusing on the role of PPM, TMM, and bridge individuals in the communication process in IDTs.

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Section: Description Example Quotes Language Mediators As Communicati...mentioning

confidence: 99%

Narrowing the communication gap in internationally distributed teams: the case of software-development teams in Sri Lanka and Japan

2021

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“…At times, the application of such models is considered less important by project actors, for example, a model could be applied at the early stage of a project, and then intentionally or unintentionally ignored at the following stages. 31 To improve the usability of process management models, researchers have shown that it is necessary to reduce human intervention. Hence, computer-aided technologies need to be integrated.…”

Section: Related Workmentioning

confidence: 99%

Modelling, monitoring and evaluation to support automatic engineering process management

Shi

Newnes

Culley

et al. 2016

Proceedings of the Institution of Mechanical Engineers, Part B:

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Process management is considered as an essential approach to improve the performance of an enterprise. The process of an engineering project is considered to be a formalised workflow accompanied by a set of decisions. With decisions being made by taking account of information from various sources, the operation and management of modern engineering projects has to deal with increasing amounts of dynamic and changing project information. Understanding and interpreting this information for use in process management can generate challenges in practice. This might be caused by constraints of time and resource, the distributed structure of the information and a lack of modelled domain knowledge. To address these challenges, the research described in this paper focuses on techniques which support the automation of the process management of engineering projects, from a data-driven perspective. The research includes elements of process modelling, monitoring and evaluation of such projects, through a proposed automatic process analysis system. The proposed system works with live and historical data. Within this paper, the design and implementation of the system is described. The use of techniques such as autonomic computing, data mining and knowledge management technologies are shown, and the system functionality is demonstrated through the use of a dataset from an aerospace organisation.

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“…The second scenario occurs when the process to formalize is an extension/adaptation of an existing one, that may be already formalized or not. Such a defined and therefore repeatable process offers the chance to incorporate the knowledge and the lessons learned of many seasoned project managers into active projects [4]. In this case, one may apply reuse techniques (based on mappings) as those existing in SPEM.…”

Section: A Stage 1: Formalize the Processmentioning

confidence: 99%

Towards a Tool-Supported Approach for Collaborative Process Modeling and Enactment

Kedji

That

Coulette

et al. 2011

2011 18th Asia-Pacific Software Engineering Conference

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In software engineering, as in any collective endeavor, understanding and supporting collaboration is a major concern. Unfortunately, the main concepts of popular process formalisms are not always adequate to describe collaboration. We extend the Software & System Process Engineering Meta-Model (SPEM) by introducing concepts needed to represent precise and dynamic collaboration setups that practitioners create to address ever-changing challenges. Our goal is to give practitioners the ability to express evolving understanding about collaboration in a formalism suited for easy representation and tool-provided assistance. Our work is based on a collaborative process metamodel we have developed. In this paper, we first present a meta-process for process modeling and enactment, which we apply to our collaborative process metamodel. Then we describe the implementation of a suitable process model editor, and a project plan generator from process models.

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Towards an integration of process modeling and project planning

Cited by 6 publications

References 4 publications

Narrowing the communication gap in internationally distributed teams: the case of software-development teams in Sri Lanka and Japan

Narrowing the communication gap in internationally distributed teams: the case of software-development teams in Sri Lanka and Japan

Modelling, monitoring and evaluation to support automatic engineering process management

Towards a Tool-Supported Approach for Collaborative Process Modeling and Enactment

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