2026-09-19T03:57:18Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/809872022-01-28T17:40:38Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Qi D. Van Eikema Hommes and Donald Lessard.
Knight, Victoria M
Leaders for Global Operations Program.
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Engineering Systems Division
Sloan School of Management
2013-09-24T19:35:14Z
2013-09-24T19:35:14Z
2013
2013
http://hdl.handle.net/1721.1/80987
857788527
Thesis (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Global Operations Program at MIT, 2013.
Cataloged from PDF version of thesis. Vita.
Includes bibliographical references (p. 58-59).
The primary focus of the thesis is the analysis of a project management tool in executing capital-intensive, multi-stakeholder projects. While the example in this thesis is the result of work at General Motors (GM)' Global Casting, Engine and Transmission Center in Pontiac, MI, it is largely applicable to the management of any corporate endeavor with both a large budget and scope. Two aspects of project management are analyzed: project task management and the communication channels by which this is achieved. Using the GM example, this thesis compares the task linkages in the Microsoft (MS) Project file with how often groups meet and what is shared at those meetings. Design Structure Matrix analysis shows that periodic meetings involving all inter-related stakeholders are necessary to preserve effective project-wide information sharing.
by Victoria M. Knight.
M.B.A.
S.M.
59 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Engineering Systems Division.
Sloan School of Management.
Leaders for Global Operations Program.
A systems perspective on project management : interdependencies in the execution of capital projects in the automotive industry
Interdependencies in the execution of capital projects in the automotive industry
Thesis
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Publication
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<Abstract>The primary focus of the thesis is the analysis of a project management tool in executing capital-intensive, multi-stakeholder projects. While the example in this thesis is the result of work at General Motors (GM)' Global Casting, Engine and Transmission Center in Pontiac, MI, it is largely applicable to the management of any corporate endeavor with both a large budget and scope. Two aspects of project management are analyzed: project task management and the communication channels by which this is achieved. Using the GM example, this thesis compares the task linkages in the Microsoft (MS) Project file with how often groups meet and what is shared at those meetings. Design Structure Matrix analysis shows that periodic meetings involving all inter-related stakeholders are necessary to preserve effective project-wide information sharing.</Abstract>
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