Project Management

In the design process (DR) stage, the project manager needs to define all the roles involved in the project. During the analysis stage the role analysis method is applied to develop a detailed representation of the project activities. Callan et al. (2006) stated four steps for the DR process:

* Pre-planning: to ensure the right people were selected and involved, and the proper and robust strategy was defined.

* Planning: to map-out the requirements, compile them, and then get them approved.

* Set-up: form assessment team, and secure agreement and consensus about the goals and reviews.

* General review: to conduct meetings to review and discuss all the integration issues.

* Post review: further reviews and preparations is performed for the current DR and the next one.

All of the planning and reviews is considered to be a healthy practice where the errors or design conflicts are exposed and corrected at early stages of the project. There are different methodologies to prepare full detailed analysis for each activity, and the most suited method is the IDEF0, where it gives a structured representation of the system functions, and support to model the decisions and actions of a system (URL:www.Idef.com, 2012).

Defining the roles is essential at any system or organization; for example, the new organization structure consists of many departments, divisions, and units. Each of them requires accurate definition of the business requirements, and based on that the roles at each entity will be defined. Taking a division in a maintenance department for instance, we see that the leaders' responsibilities were identified from division head to unit head with different level of authorities. Going top-down we find that the tasks are specified and assigned with specific requirements and responsibility, where the technicians are differently involved into the business process, unlike the role of the planners or the unit heads. Looking at the roles responsibilities, we find that there are four types: controllers, executers, constraining advisors, and the discretionary advisors. Each of those roles will be discussed in the following sections.

Project controllers:

As known, the project is having multiple activities at each stage of the project development life cycle, and each one need to be clarified with complete details, relationships, and controllers for better results. The starting point of any activity is by having input that will be processed using some tools and mechanisms according to a certain procedure and scope in order to output a specific item that might be delegated to the next area (e.g. delivery area, another manufacturing plant, etc...). The controlling role responsibility is to provide a clear path for any process or activity from the starting point to the final one and where it will be delegated. An example of that is the process that is controlled with arrows from one step to another showing the dependency relationships with other processes where it will be diverted.

Project Executers:

Simply they are the assigned to handle the diverted activities from previous ones. For example, a certain activity was completed at point 'A' and processed to point 'B' for further processing, then the executers at point 'A' have completed their work, then the controllers processed that particular activity to the point 'B' executers, and so on.

Project constraining advisors:

Once the activity is engaged into a process, many works is performed to get it done as per the scoped requirements. However, the people I charged in that point are reviewing and suggesting some improvements in which that would help to reduce the process time and cost, and it would contribute