Stanko Škec

A dynamic approach to real-time performance measurement in design projects

ABSTRACT Recent developments in engineering design management point to the need for more dynamic, fine-grain measurement approaches able to deal with multi-dimensional, cross-level process performance in product design. Thus, this paper proposes a new approach to the measurement and management of individual and teamwork performance in engineering design projects. This integrates multiple, previously disparate, aspects of design management and performance measurement theory in a single framework. Further, a fully realised performance measurement approach is developed, which complements existing management strategies. This framework is synthesised from an extensive review and illustrated via an in-depth case study. As such, this work contributes to performance measurement theory in engineering design and has significant implications for both engineering design research and industry.

Work sampling of product development activities

For effective management of development projects, it is necessary to take into consideration its socio-technical perspective – working processes, teamwork and features of the working environment. Data gathering about socio- technical aspects of the product development activities is often hampered by constraints of the actual working environment in R&D organizations. For that reason, to support practical data collection, the work sampling application for mobile phones has been introduced. The work sampling application consists of sequence of input screens with predefined input menus enabling data gathering about different aspects of the product development activity (such as work type, activity type, context, participants, execution manner, information transaction and motivation). For validation of the proposed application, the empirical study was carried out in the company whose research and development activities are focused on the systems for the generation, distribution and transformation of electrical energy.

Intellectual Capital Performance Indicators for Complex Project Management

Technical aspect of the complex project management is widely recognised and it is common practice to deal with complex project performance measures that can be recognized and described analytically based on the tangible outputs. The paper presents the research results on creation and analysis of the the key performance indicators relevant for the four non-tangible domains: competences and knowledge development; communication and information exchange; innovativeness and ideation capability; and motivation and satisfaction, with the goal to direct R&D organisations toward the measures that should be applied in order to monitor performance of the intellectual capital evolution across the hierarchical levels.