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Engineering Innovative Practice in Managing Design Projects

Engineering Innovative Practice in Managing Design Projects

Fernando Abreu Gonçalves, José Figueiredo
Copyright: © 2012 |Volume: 4 |Issue: 3 |Pages: 11
ISSN: 1942-535X|EISSN: 1942-5368|EISBN13: 9781466610477|DOI: 10.4018/jantti.2012070102
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MLA

Gonçalves, Fernando Abreu, and José Figueiredo. "Engineering Innovative Practice in Managing Design Projects." IJANTTI vol.4, no.3 2012: pp.13-23. http://doi.org/10.4018/jantti.2012070102

APA

Gonçalves, F. A. & Figueiredo, J. (2012). Engineering Innovative Practice in Managing Design Projects. International Journal of Actor-Network Theory and Technological Innovation (IJANTTI), 4(3), 13-23. http://doi.org/10.4018/jantti.2012070102

Chicago

Gonçalves, Fernando Abreu, and José Figueiredo. "Engineering Innovative Practice in Managing Design Projects," International Journal of Actor-Network Theory and Technological Innovation (IJANTTI) 4, no.3: 13-23. http://doi.org/10.4018/jantti.2012070102

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Abstract

Most references to innovation relate to the development of new products. This paper does not address innovation in these terms, but as changes in practices an engineer creatively adopts during engineering design projects. The authors adopt Actor-Network Theory as a way to understand these change processes (translations). The authors design a perturbation index inspired in Earned Value management to measure translation effort having in mind the management of scope. The paper then assesses changes of regime in resource allocation of tasks and concludes some changes that can lead to innovative results. That means a wider view about scope, and scope management is gained, being able to observe and change good practices, something crucial in engineering design projects where requirements and goals drift.

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