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- Ivory, Chris J., et al.
(författare)
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Shifting the goal posts for design management in capital goods projects : 'design for maintainability'
- 2003
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Ingår i: R&D Management. - Univ Newcastle Upon Tyne, Sch Business, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. Univ Newcastle Upon Tyne, CURDS, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. : BLACKWELL PUBL LTD. - 0033-6807 .- 1467-9310. ; 33:5, s. 527-538
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Tidskriftsartikel (refereegranskat)abstract
- Two case studies of capital goods projects, both of which were faced with new forms of demand for their products, are reported in this paper. In both cases, the contracting organisations involved were adjusting to new customer requirements for the long-term provision of the services associated with the capital goods they normally produced, rather than for the capital goods themselves. While both contracting organisations recognised the need to re-focus their equipment design efforts, to reflect the need for long-term service reliability (both contracting organisations were tied to penalties associated with agreed service levels), they nevertheless responded differently to this challenge, and their differing responses reflected the differing natures of the extended networks which comprised both projects and the organisational architectures in which the projects were themselves embedded. The paper explores the differing opportunities and barriers to the management of design in complex projects presented by these two case studies. In so doing it points to the conclusion that successful design management in complex projects can depend upon the successful management of the (multiple) contexts in which design takes place.
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- Ivory, Chris, et al.
(författare)
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Knowledge management for new technology procurement : The case of a sludge treatment centre
- 2002
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Ingår i: IEMC-2002. - Univ Newcastle Upon Tyne, Newcastle Sch Management, Newcastle Upon Tyne NE1 7RU, Tyne & Wear, England. : IEEE. ; , s. 304-309
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Konferensbidrag (refereegranskat)abstract
- The paper considers the knowledge management problems facing clients who are procuring complex capital goods based on technologies unfamiliar to them. In the example presented, a sludge treatment centre procured by Northumbrian Water Ltd. (NWL), the task faced by the client was to manage knowledge in a context where the core technology being procured had resulted in a radical and partly unforeseen departure from previous operating experience. The case study shows that whereas generating knowledge for procurement and operations appears relatively unproblematic, adapting the organisation to the changes implied by the technology appears to be more difficult.
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