基于敏捷方法的软件项目管理研究

本文首先探讨了敏捷项目管理的起源及其适应性项目框架;并论述了其在软件项目中的应用.然后对适应性项目框架的计划制定对比极限项目管理作了详细的阐述.     

Project agility assessment: an integrated decision analysis approach

Agility is the ability of a project to respond to a changing environment effectively. This may include the capability of a project to be adapted to the dynamism that exists in the stakeholders’ needs, technological changes, etc. To assure such a capability, it is necessary to assess the extent of projects’ adaptability to change. This could be done by expressing the agility in terms of some quantifiable parameters such as size of the project's organisation, levels of expertise, etc. However, there are uncertainties embedded in measurement of such parameters caused by imprecision and lack of well-defined information, which cannot be well treated by conventional assessment approaches. To address such a complexity, in this article, a decision aid model using fuzzy set theory is proposed for agility assessment of projects. The applicability of the proposed model will be demonstrated by a case study in software development project management.     

供应链模式下的分销商敏捷物流控制思路研究

在科技迅猛发展的今天,市场竞争日益激烈,企业在面对同行价格竞争的同时,还要应对逐渐增长的成本压力,众多企业纷纷在夹缝中求生存。为了降低成本,实现效率优化,敏捷物流应运而生。它是现代物流发展的高级阶段,属于敏捷思想在物流领域的最新应用,由于在我国起步较晚,发展时间较短,所以还不够成熟,存在较多问题。文章主要将其置于供应链模式下,分别阐述了分销商敏捷物流的发展、技术支持和管理模块,旨在为企业的物流过程提供借鉴。     

浅谈武器装备敏捷动员

随着科学技术的迅猛发展及其在军事领域的广泛应用,武器装备动员已成为支持战争进程和最终赢得战争胜利的关键性和决定性力量。文章深入分析了武器装备敏捷动员的内涵和在新时期军事斗争准备中的重大意义,并且从敏捷动员的组织实现形式、生产实现途径、平台保障、方案保障和制度保障五个方面探讨了实现武器装备敏捷动员的途径。     

实施敏捷制造 增强我国企业竞争力

建立虚拟企业,可使我国企业组合出能够与国际大企业抗衡的"全明星"企业,各成员企业互补的资源得到充分利用,增加企业的敏捷性,降低消耗。同时,实施虚拟制造可以使企业通过建立产品的软模型,在不消耗自然资源的前提下,模拟出从设计到制造的全过程,达到减少资源消耗、提高效率的企业经营目标。所以,实施敏捷制造,是我国制造企业可持续发展的可行之路。     

论集成动员

针对国民经济动员要求快速、敏捷地适应需求变化,以及国民经济动员业务跨部门、跨行业的现实需求,以文献研究、现场调研、深度访谈、理论分析等方法,借鉴引申IBM公司集成产品开发理念,深化和发展敏捷动员理论,提出集成动员概念.作为敏捷动员的实现形式,集成动员是对国民经济动员理论架构和实践工作模式的新探索.     

面向大规模定制敏捷产品可拓概念设计

在大规模定制 (MC)模式下 ,利用可拓方法给出了敏捷产品概念设计的一种物元可拓模型 ,讨论了其创造性思维的一般规律及开拓的方向和途径 .最后 ,指出MC敏捷产品的构思能够通过可拓策略生成器快速实现     

敏捷供应链上供需双方采购过程信号博弈研究

在高效供应链体系中,融洽的供应商-采购商协作关系在很大程度上决定着整条供应链的稳定性和运作效率。针对敏捷供应链采购过程中供应商和采购商之间存在的信息不对称现象,通过建立信号博弈模型,分析信号博弈的三种贝叶斯均衡及其条件、影响因素,得出只有分离均衡是最理想、最有效率的均衡,在此基础上给出促进供需双方长期、稳定合作的建议。     

Development and validation of a lean supply chain management measurement instrument

It is widely argued that to be competitive, a company not only needs to focus on internal aspects but on the entire supply chain. Lean supply chain management has become a means of enhancing competitiveness by improving efficiency and increasing flexibility at all stages of the supply chain. This research develops and validates a lean supply chain management measurement instrument. A two-phase approach is used for scale development and refinement. In the first phase, a literature review is conducted to identify definitions of lean supply chain management and agile supply chain management and their corresponding measurement items. In the second phase, the lean supply chain management measurement instrument is validated using survey data based on scales developed in the first phase by 59 scholars with experience in lean management and/or supply chain management. The results provide a structured and comprehensive measure of lean supply chain management indicating that there are two differentiated dimensions in the measurement instrument: one related to the operational aspects of lean supply chain strategy implementation and the second related to lean supply chain planning.     

Quality and flexibility performance trade-offs between lean and agile manufacturing firms in the automotive industry

Abstract

Firms operating in the automotive industry have traditionally been ascribed with efficiency and high levels of quality, as lean production has been extensively applied within this context, but given the recent dynamics in the automotive sector, there is also a need for high levels of flexibility, widening our attention to agile production. However, when lean and agile production have been explored simultaneously, the quality and flexibility trade-offs have been mixed and unclear. In order to dispel the lean-agile ambiguity, and given that both high levels of flexibility and quality are required within the automotive industry, the purpose of this study was to: (a) Identify the relationship between flexibility and quality; and (b) Explore the quality and flexibility differences between lean and agile production. Primary quantitative data was obtained via a survey and a total of 140 automotive manufacturing firms within the UK returned the survey. Logistic regressions were utilised as the main mode of analysis. Not only was an inverse relationship found between quality and flexibility, but our findings depict two distinctive Business Models (BMs) existing in the automotive industry, one lean and one agile. We advance the lean-agile debate by asserting that lean and agile firms acquire quality (efficiency) and flexibility strengths respectively, and not vice-versa. Given this, we theoretically side with the notion of performance ‘trade-offs’ and contend the idea that capabilities are cumulatively gained. By incorporating an argument built on the strategy literature on BMs and Dynamic Capabilities, we assert that lean and agile firms have evolved to underpin different kinds of competitive advantage within the same industry, but these advantages are placed at different tiers in the automotive supply chain.