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JACIII Vol.14 No.5 pp. 512-522
doi: 10.20965/jaciii.2010.p0512
(2010)

Paper:

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Integrating Process and Work Breakdown Structure with Design Structure Matrix

Jonathan Lee*, Whan-Yo Deng*, Wen-Tin Lee*,
Shin-Jie Lee*, Kuo-Hsun Hsu**, and Shang-Pin Ma***

*Department of Computer Science and Information Engineering, National Central University, Jhongli, Taiwan

**Department of Computer and Information Science, National Taichung University, Taichung, Taiwan

***Department of Computer Science and Engineering, National Taiwan Ocean University, Keelung, Taiwan

Received:
November 3, 2009
Accepted:
May 20, 2010
Published:
July 20, 2010
Creative Commons License
Keywords:
process management, project management, project planning, design structure matrix
Abstract
In software development, project plans document scope, cost, effort, and schedule, guide project managers, and control project execution. Developing a project plan without incorporating how an organization doing things - i.e., organizational culture - may lead to project failure. To ensure stable process performance and to benefit from organizational culture, it is crucial that organizational processes be taken into account in project planning. Organizational processes enable stable process performance across an organization and provide a basis for cumulative, long term benefits to the organization. In proposing a systematic approach that supports bi-directional transformation between processes and the Work Breakdown Structure (WBS), we propose Process2WBS and WBS2Process to assist project managers in project planning with an organization’s set of standard processes. Process2WBS consumes processes and transforms them into a WBS with Design Structure Matrix (DSM) analysis, and WBS2Process transforms the WBS with project-specific information into executable processes expressed in XPDL.
Cite this article as:
J. Lee, W. Deng, W. Lee, S. Lee, K. Hsu, and S. Ma, “Integrating Process and Work Breakdown Structure with Design Structure Matrix,” J. Adv. Comput. Intell. Intell. Inform., Vol.14 No.5, pp. 512-522, 2010.
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