- Published: January 16, 2022
- Updated: January 16, 2022
- University / College: Western Sydney University
- Level: Masters
- Language: English
- Downloads: 44
Introduction The projects in production systems can be categorized as low-tech, medium-tech, high-tech and super high-tech. Low-tech and medium-tech
projects can be managed with a definite manner and with a low degree of flexibility.
High-tech and super high-tech projects require special attention still they have greater
risk and possibility of failure.
As per the categorization of the projects, the risk of errors and failures go on
increasing as we move from a low-tech to medium-tech, medium-tech to high-tech and
from high-tech to super high-tech. This means that management of super high-tech
projects is very much prone to errors and failures. This is mainly because of the new
technology involved in such projects
There are several mechanisms or tools for planning, organizing and managing
different kinds of projects. The projects mainly differ on the technology front and the
varying requirements from the customer. The greater degree of innovation in a high
technology project increases the complexity..
The production processes in Complex Products & System (CoPS) require
innovations and advanced tools for project management. It is not possible to make perfect
innovations because the required parameters of the product go on changing. This kind of
situations lead to multiple modifications in the designs and production, creating
difficulties in project management. The unawareness about the new technology makes the
project management more complicated.
The low-tech project requires to manage a predefined set of specifications, known
outputs and existing technologies. In contrast to this the CoPS project has no standard ______________________________________________________________________
The terms high-tech/Super high-tech and CoPS are used synonymously.
specifications and outputs are varying due to uncertainty of technology. Decision making
and communication play a vital role in CoPS project management.
Managers working over the CoPS shall always keep in mind that the project is
going to move ahead only with errors and problems. They should be conversant of detecting
problems at various stages, make firm decisions and maintain continuous communication at
different levels for progressing the project. In totality the CoPS projects have two types of risks.
The one is to not to meet the planned objectives completely and the other one is the unsuccessful
termination of the project.
Key Factors: Critical factors/dimensions are the one’s which decide the level of
complexity of the product. The availability of alternative system configuration & quantity
involved creates difficulties in the management for the suppliers, integrators & users to come to a
common opinion and innovation. The design & development based feedback loops of later stages
to earlier stages of project reflect that a minor change in one stage may result into a larger change
in other stage. In CoPS, user changes the requirement as they go on learning more about the
product and systems, that’s how user is directly associated in the management & initiates to
develop innovations. For large CopS the competency of project management is out of the scope
of a single company. The degree of complexity in CoPS strongly advocates the coordination
among different companies involved in the project. The management in CoPS has to coordinate
the variations in objectives, management structures & cultures of the companies working over
the project. The project management shall identify the elements of project to be planned in such
a way that it can remain in a change responding stage & some elements can be rigid. Reduction
in hierarchy & bureaucracy can improve the project management of CoPS. Uncertainties can be
dealt properly & appropriate actions on feedback can certainly improve the project management