Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.763119
Title: Discipline breakdown structure : bridging project management and systems engineering to form an integrated management system in multidisciplinary rail projects
Author: Sanei, H.
ISNI:       0000 0004 7660 0897
Awarding Body: UCL (University College London)
Current Institution: University College London (University of London)
Date of Award: 2016
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Abstract:
The complexity of multidisciplinary projects requires that many specialities and disciplines work together. In rail infrastructure projects, the term 'systems engineering (SE)' is being widely used, yet it is still loosely defined. This PhD thesis proposes the use of a Disciplinary Breakdown Structure (DBS), an approach that better integrates SE as it is currently understood with traditional project management (PM) to make PM more efficient. A review of PM, SE and their relationship, particularly in the rail sector, identified gaps in performance, the most significant of which is a lack of integration between the SE and PM activities. Case study material was examined and a survey was conducted. The results highlighted the lack of consensus and consistency of the definition of SE and its application by project practitioners at various levels. Interface management (IM) was identified as a key factor contributing in project failure or success. IM was reviewed in the context of SE and PM, and existing methods and solutions were examined. The DBS as a new solution, was developed and introduced to improve the IM life cycle from definition to closure. This solution is based on industry discipline sectors (in this case, the rail sector) and therefore it is independent from project specific requirement. Exploring more detail of the DBS revealed its capability in integrating SE and PM more generally. The DBS is a modular solution (with a potential to become an industry standard) that provides a basis for the rapid development of project-bespoke management systems, improving PM efficiency by saving time and resources. The approach has been tested in two major rail project case studies in the UK and one in Canada and the results, benefits, constraints and the areas of improvements are discussed in more detail.
Supervisor: Smith, A. Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.763119  DOI: Not available
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