Engineering data management through different breakdown structures in a large-scale project

DESY is using an engineering data management system (EDMS) for supporting the XFEL and PETRA III projects by e.g. enabling 3D CAD design collaboration, managing planning documents, supporting the manufacturing processes of components and providing general project documentation. The EDMS is currently adopted by the ILC global design effort for the preparation of the engineering design report. The DESY and ILC EDMS is based on a commercial system which has been customized to the specific needs of large scientific projects. They include, in addition to general engineering requirements, the support of ad-hoc teamwork and powerful yet easy-to-use web frontends. The paper gives an overview of the EDMS capabilities and describes experience and benefits of using the EDMS.

In the Global Era, Management Information System has become inseparable part of the company. One of the Management Information System that has been considered important in a company is Engineering Data Management System (EDMS). The role of Engineering Data Management System is to store data as well as providing a user friendly access to the data, as long as the product lifecycle appropriates with the control rules defined before. This study took a case in XYZ Company on designing Engineering Data Management System using Windchill PLM (Product Life Management) to optimize the business process. XYZ Company is a private company that works in research engineering and manufacture. This study brought out new concept using Engineering Data Management System and explains the role of EDMS in XYZ Company’s business process.

The paper outlines the main concepts and motivations of the configuration management and the fundamental requirements of an engineering data management system (EDMS). The vendors of these systems have experienced a boosting demand from the industry practising product development and assembly based production. It is considered that better control of the documents related to company’s mental processes provide competitive advantage in a business environment with continuous pressures to innovate, diminish costs, improve quality and maintain tight schedule constraints. The paper discuss the industrial motivations to exploit EDMSs and studies the content and properties of the information to be stored in such a system. Yet before the system could be fully exploited the engineering change procedures must be well established and obeyed. This is the task of configuration management which is also discussed before outlining the basic requirements of an EDMS. Finally, by relying on the product life-cycle approach the paper draws conclusions on the value-adding benefits and services provided by an EDMS.

This paper is based on multiple case studies on the construction of the Beijing Capital International Airport Terminal 3 in preparation for the 2008 Olympic Games that investigated the processes of instilling agile IS development practices in large-scale IT projects. This study develops useful theoretical constructs that will help researchers and practitioners who wish to learn about agile IS development practices as developed in large-scale IT projects. Adopting a contingent view, we uncover four factors that are critical in this development processes, namely: project uncertainty profile and project completion urgency; IT project team capabilities; organizational control mechanisms; and trust relationships among the IT project team, the vendors, and the users. Depending on the unpredictable nature of the project and the trust level among the IT project team, the vendors, and the users, we have uncovered the IT project team capabilities and the organizational control mechanisms that are needed to assure the success of a large-scale IT project. We posit that the interplay between the IT project team capabilities and the trust-mediated organizational control mechanisms forms the theoretical basis that defines agile IS development practice in large-scale IT projects. We argue that our findings provide insights to practitioners who are attempting to introduce agile IS development practices into any large-scale IT project. From a research perspective, the theory developed in this paper also sheds light on the importance of adopting a contingency view when researching agile IS development practices in a large-scale IT project and the factors to consider. This underpinning theoretical perspective will aid in the design of all future researches.

Large-scale public projects often experience delays and cost overruns, in part because they require extensive coordination between numerous organizations, both private and public. In this paper, we draw on the perspective of new institutionalism to explore differences between stakeholders in large-scale projects. We develop a topic modeling approach based on a state-of-the-art computational text analysis technique and apply it to a set of transcripts from parliamentary select committee hearings in the United Kingdom to uncover cultural-cognitive differences that reflect a variety of institutional logics. The application of this technique to four different projects reveals significant institutional differences between groups of actors. We argue that greater awareness of these institutional differences may support attempts to understand why large-scale projects experience such significant management challenges and how such challenges could be addressed. We use data for the period 2000–2019 from two different sectors, defence, and public transport.

Integration of the Asset Administration Shell in Engineering Data Management Systems from Conception to Technical Implementation and Industrial Application

This article discusses that many companies are installing a companywide product data management (PDM) system, also known as an engineering data management system. These systems do several things, besides acting as a central data repository. Much of the data that overwhelms companies comes from engineers using a variety of software applications, such as computer-aided design, manufacturing, or engineering programs. The PDM systems manage engineering data that may come from a myriad of sources and applications but pertain to the development of one product. The chosen PDM system would have to track the design and manufacture of each part that would be assembled to form the finished printer. It would have to tell users what stage in the process each part had reached. But it would also have to serve as a virtual warehouse for all digital versions of a part and product, including older versions that could not be lost because they might be needed for reference at any time.

For the European XFEL more than 800 superconducting cavities need to be treated. At least 65 quality documents per cavity have to be emitted and transferred to DESY by the vendor; two acceptance levels must be passed successfully to release a cavity for transportation to DESY. All quality documents, non-conformity reports and acceptance levels are automatically processed by using DESY’s Engineering Data Management System (EDMS). We summarize documentation methods, document transfer procedures, review and release processes; we describe the exchange of process information between customer and vendor; and report about experiences.

PurposeThe purpose of this study is to examine the influence of stakeholder integration and project complexity on information technology (IT) projects in Kenya. The following research question guided our inquiry: what is the influence of project complexity and stakeholder integration on the performance of IT projects in Kenya?Design/methodology/approachTo advance the current understanding of the effect of stakeholder integration and project complexity on IT projects, multiple regressions were used to predict how project complexity and stakeholder integration influence project performance. Both government-funded and privately funded IT projects from a developing country were examined.FindingsThe study found that any project’s complexity and stakeholder integration levels offer a distinctive contribution to its success. Theoretically, the study contributes to linkages between stakeholder integration and project complexity concerning IT project performance. Through the adoption of actionable research and theoretical elaboration, we have shown that the successful execution of IT projects is driven by the successful integration of stakeholders and monitoring the level of complexity at each phase of the project.Originality/valueThe findings of this study add to the burgeoning literature on the performance of IT projects and come with several managerial implications as well. It brings to the fore the concept of stakeholder integration as an essential element of project success. The findings suggest that the inclusion of stakeholder integration into corporate decisions, strategies and policies can be an asset to the production of sustainable competitive advantages needed during the implementation of IT projects in government entities and organisations. As shown in this study, all the above require a collaborative platform allowing for data sharing among diverse stakeholders to ameliorate distrust or lack of information.

Probability distribution is adopted to evaluate the cost risk of large hydropower project. Risk factors are firstly identified through Work Breakdown Structure(WBS), Cost Breakdown Structure(CBS) and Risk Breakdown Structure(RBS), and then individual risk factor probability distribution is measured by method combined Monte Carlo simulation model and the controlled interval memory (CIM) model. By superimposing individual ones, probability distribution of cost under the influence of a number of risk factors is achieved, which provides effective information for investment decision and cost control.

: Construction industry has the form of industry progressed through mutual cooperation among participants in various fields. Accordingly, it may be referred to as an aggregate of information where various pieces of information are generated and managed according to each construction phase. Most of the information on the construction project is issued in the form of a document. And document management of the site is critical to successful execution of the project. Therefore, in the construction site to use IT technology for efficient information management. But, most of the information on the construction site is managed by the non-structured document. and Information management in the construction site is difficult to lack of information management systems. In this study, proposed construction information database structure and breakdown structure to the information management of the construction site through the BIM technology. Therefore, previous studies were reviewed about the document management and information link management. and Space breakdown structure and information breakdown structure was proposed to structure the information of the construction site and Database for information storage is designed. And, BIM-based construction information database was examined through the application scenario.

Technology Focus Commissioning and startup of major oil and gas projects is a project in its own right, running in parallel with the main project. It requires years of advance planning. The management and detailed planning of this phase are crucial to the smooth transition from construction to operation. There are several reasons that, in recent years, the commissioning and startup phase is becoming more challenging. The size, complexity, and costs of projects have increased steadily. Facilities costs now represent a substantial amount of the development costs. For example, for a typical new onshore development in the Middle East, the total investment costs are roughly split equally between drilling and facilities. More stringent environmental regulations and the increased emphasis on safety and automation have also contributed to making startup more challenging. The industry needs to learn from past experience to continuously improve performance of megaprojects. A recent study of major industrial projects by Ed Merrow of Independent Project Analysis was published in the April edition of SPE’s new bimonthly magazine, Oil and Gas Facilities. It showed that oil industry megaprojects fared very poorly compared with nonexploration and production (E&P) projects. The study found that the majority of E&P projects were schedule driven to minimize the time to first oil. It noted that “the drive for unobtainable speed to first oil is crippling the industry.” Because startup is the last phase of the project, there is little margin for schedule slippage. To shareholders and management, the all-important date of first oil represents the turning point in the project cash flow. All parties—project team, contractors, and vendors—are under immense pressure to meet this date. As the industry moves into deeper water, commissioning and startup of offshore and subsea facilities requires special attention. Earlier this year, the Norwegian classification foundation Det Norsk Veritas (DNV) published a new recommended practice, DNV-RP-A205. This publication gives the best practice for commissioning topside process facilities in mobile marine units such as floating production, storage, and offloading units. Precommissioning and commissioning of subsea production systems is addressed in American Petroleum Institute Recommended Practice 17A, which is also International Organization for Standardization standard 13628-1. In reviewing papers for this month’s feature on production and facilities, more than a dozen papers contained the words “commissioning” or “startup” in the paper title. I hope the selected papers, as well as the ones listed for further reading, will give readers an appreciation of the complexities associated with the commissioning and startup of major oil and gas projects in different parts of the world. Recommended additional reading at OnePetro: www.onepetro.org. IPTC 14518 Virtual Measurement Value During Startup of Major Offshore Projects by R. Cramer, Shell, et al. (See JPT, September 2012, Page 89.) OTC 22754 Precommissioning of First Interfield Pipeline of Brazilian Presalt Projects by Sergio R. Feitosa, Weatherford, et al. SPE 157642 Starting Up Megaprojects—Experiences With the Startup of Pearl GTL by Roel Cornelisse, Qatar Shell, et al. SPE 155143 ONGC’s C-Series Trunk Pipeline Commissioning by P.V. Sateesh Kumar, Oil & Natural Gas Corporation, et al.

As evidenced by high-throughput sequencers, genomic technologies have recently undergone radical advances. These technologies enable comprehensive sequencing of personal genomes considerably more efficiently and less expensively than heretofore. These developments present a challenge to the conventional framework of biomedical ethics; under these changing circumstances, each research project has to develop a pragmatic research policy. Based on the experience with a new large-scale project—the Genome Science Project—this article presents a novel approach to conducting a specific policy for personal genome research in the Japanese context. In creating an original informed-consent form template for the project, we present a two-tiered process: making the draft of the template following an analysis of national and international policies; refining the draft template in conjunction with genome project researchers for practical application. Through practical use of the template, we have gained valuable experience in addressing challenges in the ethical review process, such as the importance of sharing details of the latest developments in genomics with members of research ethics committees. We discuss certain limitations of the conventional concept of informed consent and its governance system and suggest the potential of an alternative process using information technology.

Advances in information technologies (IT) are creating unprecedented opportunities for interorganizational collaboration, particularly in large-scale distributed projects. The use of advanced IT in such projects can foster new forms of social exchange among organizations and change the way organizations view themselves in the context of their relationships. Despite a wealth of research on IT use, social exchange, and organizational identity, little is known about how new IT and the enactment of related IT affordances within interorganizational contexts enable social exchanges and organizational identity orientations. To address this gap, we conduct multiple case studies that describe the changing use of two-dimensional computer-aided design technology and new three-dimensional modeling technologies by a leading metal fabrication company in the architecture, engineering, and construction industry. The case studies demonstrate that changes in the company’s IT and the enactment of related IT affordances within variable interorganizational contexts enable new forms of social exchanges. These exchanges, in turn, provide the context for the rearticulation of the company’s identity orientation. Based on these insights, we formulate a theoretical model to delineate the relationships between IT use, IT affordances, social exchanges, and identity orientation. We conclude by outlining the implications of our study and suggesting possible avenues for future research.

The principal-agent theory from economics is applied to public procurement law in order to minimize opportunism risks in large-scale IT projects. The digital transformation will make it unthinkable to provide services of general interest without IT systems. In large-scale IT projects in particular, there is a risk that highly specialized IT companies will unilaterally exploit knowledge deficits on the part of the public sector customer and lock-in effects to their own advantage. The new legal concept of "Digital Services of General Interest 4.0" is intended to contain this risk. The study is addressed to contracting authorities, public IT service providers and the research community.