Project Management

Understanding that change is inevitable and anticipating potential changes are essential in managing frequent project revisions.
Before work on an automation project begins, a foundation of communication and understanding must be fostered.
One year after the launch of FirstBuild, some of the first co-created products—designed though crowdsourcing of engineering and consumer input—are being released for sale. Manufacturers of all kinds should be paying attention.
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The application of automation technologies in the manufacturing and processing industries is always accompanied by estimations of value added after installation. Common industry practices, however, often eliminate this value.
The company’s Integrated Project Delivery system is a methodology for achieving continuous process improvement in developed and emerging markets.
In response to an earlier post on agile project management for MES and MOM deployments, readers had a number of questions about putting this process into practice.
To find out if you should automate or stick with a manual process, answer these five questions.
A new level of partnership between manufacturers and automation solution providers aims to fill the engineering skills gap.
Cost modeling focused on decision support provides improved managerial insights and information.
In an MES project, each of these actors has different goals and viewpoints that sometimes turn out to be almost confrontational. However, the contribution of each is critical to the success of the project and its subsequent maintenance and evolution.
The biggest key to successful project management is having a well thought-out project plan.
How simple, familiar tools like Excel—when used correctly and shared with everyone—can be used to very effectively support continuous improvement.
Introduced this week at the Honeywell Users Group (HUG), Lean Execution of Automation Projects combines Universal IO, virtualization and cloud engineering to take automation out of the critical path.
Forging a long-term partnership with a system integrator, beyond the immediate scope of work, keeps complex control systems functioning at peak performance.
Communication before, during and after a project is the project manager’s best way to manage scope creep and risk.
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