On the use of roles in management of design projects
D. Renaud*, B. Rose*, V. Robin**
1. INTRODUCTION
The launch of a project is a response to a production effort applied to an organization. By its nature, it is temporary, has a high degree of uncertainty and allows a high reactivity. The generalization of project organization within companies has the effect of changing the criteria for evaluating this type of management. Yet it is necessary to find a compromise between the need for the organization to master its processes and the project dynamics. For this, the approach presented here proposes to focus on the concepts of context and associated roles. The concept of context is considered as one or a set of specific situations in the course of a project. The concept of role, independent of the concept of actor, is described as a cluster of behaviors and goal-oriented context-specific. This approach has the effect of allowing for a structured process for managing the organization and a more dynamic project management. While focusing on design project, the cornerstone of the product development process is the performance. After
having introduced useful models and tools to run an efficient product development performance evaluation, the second section part of this paper outlines the similarities between project management and operational management of an organization. The third part refers to changing
practices in software project management. The fourth part therefore proposes solution to help to soften the effects of changing management practices on projects by introducing the notion of role. The following section presents some models and tools that are suitable to run these
performance evaluations.
2. PRODUCT DEVELOPMENT PERFORMANCE
EVALUATION MODELS AND TOOLS
For several years, the Balanced Scorecard (BSC) is widely applied in organizations (Sveiby 1997). Using the BSC as a tool for measuring and controlling the product development process has already been highlighted (Bean and Radford 2001). However the nature of a PD project is not that of an organization, the diversity of factors that determine the performance and success of the development process must also be considered. These indicators can be categorized: Efficiency, Effectiveness,Collaboration, Management Skill and Innovation (Yuanyuan2008). More specifically, models of performance assessment in design exist. The two most significant models in the
evaluation of the performance management design are GRAI Ramp;D (Girard and Doumeingts, 2004) and the Orsquo;Donnel and Duffy (Orsquo;Donnel and Duffy, 2005) methodology for design for design performance modeling and analysis. These methods and tools are presented in this section.
2.1 Balanced Scorecard
The balanced scorecard aims to help design of ad hoc scoreboards for an organization or for a part of an organization. It provides a framework for implementing actions of reflection, communication, monitoring and improvement of an organization around 4 perspectives
(Figure 1). In this framework, each perspective contains information about Objectives, Measures, Targets and Initiatives. It helps to develop metrics, collect data and analyze it relative to each of these perspectives. The use of the BSC as a tool for measuring and controlling the product
development process has already been proposed (Bean and Radford 2001). Balanced Scorecard has many advantages. It minimizes information overload by limiting the number ofmeasurements used. This has the effect of forcing managers to focus on the most critical measures and achieve their goal without making compromise between key factors of success(Kaplan and Norton, 1992). However, their implementation required an important work of strategic alignment to obtain a
series of common objectives (Kaplan and Norton 1996,2001).
2.2 GRAI Ramp;D
The GRAI Ramp;D model (Girard and Doumeingts, 2004) is based on a systemic approach of the design. It proposes a framework for study and evaluation of design systems. This model divides into three sub-systems design system. The technological system is the transformation of input data into output data. It details the processes of transformation from needs to product definitions. It identifies design centers. For this, he describes all human, physical and information needed to the design process (software, knowhow, information flows). The decision support system is the driving transformations initiated in the technological system. It describes the decisions necessary to control commands of the design. It helps coordinate and synchronize
the activities of the technological system. It is divided into decision levels (strategic, tactical, operational) gathering centers of decision. The information system is the connection between the couple: decision support system /technology system and the system environment.To better match the characteristics of the project steering, the GRAI Ramp;D model has been improved by the work of Girard and Ro bin (Robin and Girard, 2006). They focus on the study of a methodology and a model of design performance assessment for the steering of design systems. Their model
takes into account situations with multi-stakeholder, multidisciplinary and multi-projects and allows the inclusion of performance factors in design. An implementation of the assessment model is effective through a modeling methodology, monitoring the business and design system.
They also take into account the competence of stakeholder in order to define the design team (Robin et al., 2007).
2.3 Orsquo;Donnel and Duffy methodology
Orsquo;Donnell and Duffy have developed a design performance model based on IDEF0. Their performance model for a design activity emphasizes the need to identify all elements and all the relationships involved in the activity. Eval
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论角色在设计项目管理中的运用
D. Renaud *，B.Rose*，V. Robin *
1。简介
项目的启动是对应用于组织的生产努力的响应。其性质，它是临时性的，具有高度的不确定性，并允许高反应性。企业内部项目组织的泛化具有改变这种管理模式评价标准的作用。然而，有必要找到一个妥协之间的组织需要掌握其过程和项目动态。对于这一点，这里提出的方法建议专注于上下文和相关角色的概念。上下文的概念被认为是一个或一组特定的情况下，在一个项目的过程中。角色的概念，独立的演员的概念，被描述为一个集群的行为和面向目标的上下文特定。这种方法有一个结构化的过程，管理组织和更动态的项目管理的影响。在注重设计项目的同时，产品开发过程的基石就是绩效。介绍了有用的模型和工具，以运行一个高效的产品开发绩效评估，本文的第二部分，概述了项目管理和运营管理的组织之间的相似性。第三部分是改变软件项目管理实践。第四部分，因此，提出解决方案，以帮助软化变化的管理实践对项目的影响，通过引入角色的概念。以下部分介绍了一些适合运行这些模型和工具
绩效评估。
2。产品开发绩效
评价模型与工具
几年来，平衡计分卡（BSC）是广泛应用于组织（斯威比1997）。使用平衡计分卡作为一种测量和控制产品开发过程的工具已经凸显（豆和Radford 2001）。然而，PD项目的性质不是一个组织，确定的性能和成功的发展过程中的因素的多样性，也必须考虑。这些指标可分为：效率、效益、协作、管理技能和创新（yuanyuan2008）。更具体地说，在设计中存在的性能评估模型。的两个最重要的模型绩效管理的评价是设计和研发（吉拉德和doumeingts，2004）和奥唐奈和杜菲（奥唐奈和杜菲，2005）为设计性能建模与分析设计方法。本节介绍了这些方法和工具。
2.1平衡计分卡
平衡计分卡旨在帮助Ad Hoc记分牌设计一个组织或组织的某一部分。它提供了一个框架，实现行动的反思，沟通，监测和改善组织围绕4个角度。在这个框架中，每个角度包含有关目标，措施，目标和举措的信息。它有助于发展指标，收集数据，并分析它相对于每个这些观点。平衡计分卡作为测量和控制产品的工具发展过程中已被提出（豆和Radford 2001）。平衡计分卡有许多优点。它最大限度地减少信息过载限制数量进行使用。这迫使管理者专注于最关键的措施，实现他们的目标，而不妥协的关键因素之间的成功（卡普兰和诺顿，1992）。然而，他们的实施需要一个重要的战略调整工作，以获得一系列共同的目标（卡普兰和诺顿19962001）。
2.2 GRAI的研发
GRAI研发模式（吉拉德和doumeingts，2004）是根据设计的系统方法。它提出了一个框架，设计系统的研究和评估。该模型分为三个子系统设计系统。技术系统是将输入数据转换为输出数据。它详细介绍了从需求到产品定义的转换过程。确定设计中心。为此，他描述了人类所有的物理信息，需要设计过程（软件、技术、信息流）。决策支持系统是技术系统中的驱动转换。它描述了必要的决定控制命令的设计。它有助于协调和同步技术体系活动。它分为决策层（战略，战术，业务）收集中心的决定。信息系统是夫妻之间的连接：决策支持系统、技术系统和系统环境，以更好地匹配项目转向的特点，晶粒的研发模式提高了工作的吉拉德与洛平（Robin和吉拉德，2006）。他们专注于研究的方法和设计性能评估模型的转向设计系统。他们的模型考虑到多利益相关者，多学科和多项目的情况下，允许在设计中包含的性能因素。评估模型的实施是有效的，通过建模方法，监测业务和设计系统。他们还考虑到利益相关者的能力，以确定设计团队（罗宾等，2007）。
2.3奥唐奈和杜菲方法
奥唐奈和杜菲开发了一个基于IDEF0设计性能模型。他们的性能模型的设计活动强调需要确定所有元素和活动中所涉及的所有关系。评估一个活动的性能与它的上下文有很强的联系。这种评价被定义为衡量一个特定的目标与适应上下文的指标。这种建模的性能是基于效率和效益的定义。这两个定义表现为性能的性质。该模型使用活动模型（IDEF0）与设计知识处理观点。与大坝模型，PD项目的设计部分被分成设计和设计管理活动内的管理活动。设计活动的目的是实现设计目标而设计管理活动解决设计活动目标。从这个模型是可以区分的有效性和效率，进一步在设计与设计管理，测量，分析这些模型的绩效管理，奥唐奈和杜菲建议两参考模型的过程：设计和执行。该设计模型描述了测量和管理绩效管理活动中的过程。在测量和控制决策，如资源分配支持提供关键信息和设计管理的有效性的设计，改变目标或停止活动，进行模型方法提供了一个结构化的过程性能分析的设计开发和识别的最佳手段,用于性能分析的模型和工具.
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