Coordination approaches and systems - part II: an operational perspective

Graham Coates, Robert Ian Whitfield, Alex H. B. Duffy, Bill Hills

Research output: Contribution to journalArticle

42 Citations (Scopus)
53 Downloads (Pure)

Abstract

This is the second of two papers surveying research in coordination approaches and systems. This paper is concerned with operational coordination, which is aimed at coordinating activities such that the design process can be performed in a near optimal manner with respect to time, and the allocation and utilisation of resources. Aspects of coordination categorised as operational include resource management, scheduling and planning. The first of these two papers presents a review of coordination from a strategic perspective, which is concerned with the decision management aspects of coordination. Greater emphasis is now being placed on the significance of organising the design process as this affects time to market, product quality, cost, and consequently product success. The aim of this paper is to present a fundamental review of operational coordination approaches and systems. The 1990s has seen much progress being made towards a greater understanding and appreciation of coordination in various disciplines through the development of a wide range of approaches and systems. However, there remains a requirement to formally identify the key issues involved in coordination such that a widely accepted representation can be agreed upon. Consequently, research should continue to be supported in the exploration for a unified approach to coordination which will permit a broader and greater understanding of those aspects involved.
Original languageEnglish
Pages (from-to)73-89
Number of pages17
JournalResearch in Engineering Design
Volume12
Issue number2
DOIs
Publication statusPublished - 2000

Keywords

  • design coordination
  • organisational models
  • project management
  • operational management
  • design engineering

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