Improving the DFMA aspects in designers and service providers by taking

advantage of the maintenance data from end-users

John Bruzzo, Harri Eskelinen

Department of Mechanical Engineering

Lappeenranta University of Technology
Skinnarilankatu 34, 53850 Lappeenranta, Finland
email: john.bruzzo@lut.fi harri.eskelinen@lut.fi

ABSTRACT

In recent years, the maintenance function of the industrial organizations has evolved from a low level
technical activity into a strategic division of the whole organization (Pintelon, 2006). The main task of
this sector has become to actively lead the process of obtaining the desired levels of safety, quality and
productivity of its industrial complex. There is no doubt that being in charge of keeping the actives to
perform their functions with the resources destined for those purposes involves a mayor responsibility.
Taking an action on the failed equipment after making the best decision with the information at hand at
the moment of an anomaly might be considered one of the most important strengths that the people inside
of the maintenance organization can have. The counter part of this human component corresponds to the
reliability of the equipments themselves. Having a set of equipments with low values of reliability can
produce an uncontrolled environment to accomplish the objectives of the maintenance department.
Although low levels of reliability might be the result of the maintenance handling routines, it is also
known that an important part of these levels is influenced by the side of the manufacturing company.
Despite the importance of the manufacturing role in the post service activities, in most of their
relationships with the end-users they have failed to work united in pursuing ways to enhance the
performance of their equipments by using the data obtained from the onsite monitoring and event
analyses each time that an anomaly occurs. This phenomenon can be related also to the companies
dedicated to provide outsourced maintenance services when the main production facility does not want to
include these activities within its know-how. It is important to notice that this gap between equipment
manufacturing companies and end-users is well known by the all of them and in spite of this, not many
authors have addressed this issue. It can be said that some manufacturing companies claim to work in
building a post commissioning relationship, yet how to reduce the inertia of the process and not to
experiment the same time frame evolution that the maintenance activity had to be considered important.
The raising questions that the authors of the paper want to expose are related to this important part of the
organizational communication, and how to utilize the data provided by the different CMMS
(Computerized Maintenance Management systems) in order to improve the design, manufacturability and
reliability of the equipments in a way that manufactures and end-users will benefit from these changes.
This paper analyses a strategy based the effectives communicational techniques, RACI (Role assignation
matrix) model and DFMA (Design For Manufacturing and Assembly) approach to generate a model that
allows to fill the communicational gap experimented by designers, maintenance service provider, and
end-users. The resultant benefits that might be achieved by employing this novel approach will lay in the
optimization of the manufacturing process by enhancing those features needed by the end-users, reducing
manufacturing and maintenance costs, and by reducing the amount of time taken in the decision making
process when a new equipment has been installed and commissioned or when an already running
equipment present signs of low reliability.

Keywords: DFMA, maintenance system, RACI model, organizational communication,

1 INTRODUCTION

Since times before the recognition of the maintenance department as one of the key players in every
organization that counted with this service (Pintelon, 2006)., the secrets inside of the successes achieved
in the high performance of the equipments and processes have been kept only to those that faced the daily
issues occurred during the operational activities. This actual organization problem causes that the internal
know-how to be tight only to the maintenance actors and to appear as a black box for the rest of the
organization and even for the rest of the companies and end-user with the same type of machinery and
problems.

The knowledge gathered from the events to which the maintenance personnel have to face, possesses an
important amount of information that could be used to improved not only processes inside of the same
organization but also it can be exported to other areas via common outsource service companies and the
original designers of the equipments affected by the decisions made. It is not clear when this common
organizational issue started or what generated it. The actual situation is that more entities are re-taking or
re-inventing similar solutions to solve common problems. This can be the result of poor communication
channels inside of the organization in which the persons that could transmit and share the information are
not accountable for it or simply, they are not aware of the situation at hand. Another motive is to keep the
successes secrets as part of an internal know-how to keep the advantage from their competitors or in
another case scenario is that the willingness to communicate the achievements are established however
the strategies to execute it are not well defined.

Another important factor in this processes are the designers and how they are managing the little o none
feedback that they can accept from the end users of their equipments. Questions that can be formulated
might be: Is the designer willing to listen to their customers? Is the designer prepared to include the
feedback into their designing and manufacturing areas? Are the right persons inside of the manufacturing
or service Provider Company receiving and making the corresponding decisions? After all these previous
questions have been formulated, then it is possible to recognize that the same communicational problems
of the end users organizations can be present in the manufacturer and outsourcing companies. It is even
more important to detect which is the right amount and quality of information needed, and how these
special topics or key improvement can be introduced satisfactorily in the production line with the less
amount of changes or in case of major re-formulations, without great amounts of waste.

This paper intends to propose a junction of different organizational and DFMA techniques to overcome
the lack of communicational flow in order to take advantage of the vast amount of information that every
day the end-users are generating and that can be used to improve the quality of work of end users,
minimizing the adverse maintenance key performance indicators and allowing the manufacturers and
outsource maintenance provides to increase their interactivity with their users in order to gain more
terrain in other spaces by being considered innovative and companies that are flexible enough to adapt
quickly to the upcoming changes.

The research work is structure in three main parts. The method section in which a series of tools and
techniques related to role identification such as the RACI model, key factors of organizational
communications and the SINK evaluation method of the different computerized maintenance
management systems are explained and combined in order to produced a superior assessment tool to be
used in the end user companies as well in the manufacture and service providers companies. It is also
included in this chapter, the recommended methodology to include all the filtered information in the
design and production process by applying Design for Manufacturing and Assemble techniques. This last
is intended to reduce the thinking process and to shorten the path towards it implementation.

The previous interrelation of methods and techniques are represented in figure 1, where the foundation of
this novel combination of techniques are integrated in a logical and coherent structure that allows the
users to take full advantage of each one of them to accomplish the aforementioned task of improving the
life cycle cost of the active under study.
Figure 1. Proposed model. Interrelation between the different tools of the proposed model.

To consolidate the use of these tools into the proposed model, let us evaluate some of the characteristics
that have to be considered to proceed from this stage. For this, several questions arise from this important
information aspect of the proposed model. Among these, the following can be mentioned:

When a case may be considered a successful one to be taken into account and communicated to
the manufacturing or serviced company. Which are the indicators that would allow starting the
transmission process?
What information should be conveyed to the other interested part in order to be analyzed and
implemented in a conscious way?
Is it possible to include the DFMA approach in the computerized system that the information can
be transmitted directly?
If the organization has already been implemented successfully the change in its process, what is
the added value for it when this information is shared with the manufacturers and service
companies?
By giving the correct answers to these questions, it will be possible to reach the starting point of the
process supported by this model and it will allow entering a path of improvement inside of the user
organizations.

Followed this, in the result chapter a formal tool will be presented with the details for its implementation.
These assumptions will be presented in a semi-quantitative form due to the length of real implementation;
however this could be a good start to motivate its implementation. Finally, the conclusions of this work
are presented along with the correspondent benefits that can be achieved by its implementation.

2 METHODS

The proposed model searches to enhance the communicational relationship between the end users and the
service and manufacturing companies. The main purpose is to utilize efficiently the daily gathered
information by the maintenance and production departments in order to give a well prepared and lean
feedback to the manufacturing companies and services providers to include these successful
improvements within a DFMA framework.

To accomplish the aforementioned task, the following managerial and production manufacturing tools are
used and combined in a novel way to take advantage of all their benefits:

Responsibility, Accountability, Communication and Information role distribution matrix (RACI)

Product Life Cycle Maintenance
Maintenance key performance indicators
 Failure analysis techniques
Design for manufacturing and assembly (DFMA), and
SINK evaluation method.

Firstly, the foundation of the model is based on the RACI methodology which will help to identify the
functional areas, key activities, responsibilities, and decision points where the information is gathered and
handled by the appropriated persons in both end users and manufacturing and service companies (Lund,
2011). The RACI model allows pointing out the accountable person in charge to handle the information to
his counterpart.

Error: Reference source not found, shows a typical RACI matrix performed to determined the key
responsibilities of a studied process.

Functional Functional Functional Functional

RACI model
Role (1) Role (2) Role (3) Role (4)
Actions to be
performed

Figure 2. Raci model example. (Heldman, 2005. P. 230)

The RACI model might divides the specific tasks related to the acquisition and selection of the
information into smaller ones and to each one of them, an accountable person is assigned. The assignment
of this person reduces the amount of not useful redundancy that could bring misinterpretation of the
results or even it is possible not to have the job done. The matrix will also show if one of the key task to
perform the job is missing a responsible person and will help to assign that task to the most convenient
person inside of the organization.

It is important to introduce a variation of this method at this point. The authors consider the importance of
adding a dynamic adaptation characteristic into the RACI model. Basically, the level of actuation of the
members and their functions inside of the organization change according to the issues occurring, and then
it is important to have a role definition matrix that would be able to also function accordingly to the
prevalence situation of the organization at any moment.

After the responsible persons in their respective organizations have been identified, the next important
aspect to be considered is the inventory of information management systems that is actually being used by
the parties. The relevant information to be transmitted in the whole process will come out of these in-use
systems if the type of information exists. If the relevant information is not contained in these systems,
then, an inclusion has to be made in order to gather and handle this needed information. The decision of
which type of method or system is to be used depends on the characteristics and structure of each one of
the parties and in the feasibility of the implementation.

Independently of the existence of a CMMS, the information is gathered in some level ranging from
manual means up to more complex ones such as the well know system SAP (Systems, Applications and
Products in Data Processing by SAP AG). It is important to make the necessary adjustments to the
information system in order to create a smooth collection of data without introducing new levels of stress
or even worse, new functions that could now be accomplished by the current organizations structure. It is
important to remember that the main purpose of this proposed methodology is to contribute to increase
the life cycle cost of the equipment without impacting negatively to the involved companies.

After the information has been collected, this is immerse in the DFMA principle which will help to
prepare and configure the information available in a specific shape to be input in the manufacturer and
service companies in a lean and structure form. The DFMA approach provides the main advantage to the
model leaving out the characteristic existent noise of inter organization communication. Then, the
specialists work in order to analyze the information base on its impact on the whole service or
manufacturing chain. An analysis of this type is needed in order to verify that the improvements made
comply with the whole range of applications that the specific equipment has and is not an improvement
that is only feasible for a limited range of applications. If the case is the last, then further strategies have
to be thought in order to study this specific subset. The DFMA approach may be depicted as in Figure 3.

DFMA Planning/Training Brainstorming

Risk/Benefit/cost analysis
Evaluation of current design
1- Review of customer needs & design requirements
2- Evaluation of assembly flow, integration, Selection
test of best ideas / design options
3- Evaluation of fabrication processes and materials
4- Identification of concerns, deficiencies
5- Identification of cost, quality, and schedule drivers Cost estimating
-Product
-Implementation

Summary & team presentation

Implementation and continuous optimization

Figure 3. DFMA approach (Ciambrone, 2007, P. 165).

It may be seen that one of the first topics when the current design is being evaluated is related to the
customer needs and design requirements. For the case presented in the methodology proposed by the
authors of this paper, the customer needs in this case have been satisfied by themselves or with some level
of cooperation from the manufacturer and Service Company. This previously mentioned is because of the
well known fact that the manufacturing companies need to broaden their design in certain level in order to
reach the maximum amount of users, however sometimes their applications are not selected properly or
the characteristics of the equipments do not comply fully with the ones needed. At this point is where the
end users start to experiment to adjust the performance of the machine to the levels needed within the
organization.

When a manufacturing process is already in place and may be with some years of unchanged design
producing, any decision to modify the design can bring an unknown number of complications or dramatic
changes then it is necessary to filter the information trough the lenses of feasibility to change and level of
impact for the manufacturer business. An already DFMA filtered information will increase the chances of
applying the improved design to the manufacturing chain.

As the improvement is aimed to be made in the lifecycle of the product and its effects on the whole
process, it is important to include a dedicated measurement in the proposed methodology. Although the
measurements are applied at the beginning of the proposal in the first stage to consider the success of the
improvement in a bigger scale not restricted to the end user, another set of measurements have to be
carried out in order to account for the level of effectiveness of the modifications.

It is important to mention that to monitor and measure the changes introduced to the life cycle of the
product can take as many years as the life time of the equipments, modeling techniques have to be also
applied to simulate the life cycle of the product. Among these techniques, the semi-quantitative reliability
analysis can perfectly be used to speed up the analysis process and also to provide a goal for the
maintenance department to be reached in the case of normal operation.

After presenting the basic concepts of the different techniques used to formulate this methodology, it has
come the moment to show how to proper combine them and present this result in a flowchart shape set of
instructions. The next chapter will be dedicated to show the results of the integration of the different
techniques and a way to implement them.

3 RESULTS

One of the most important aspects of this research work is the possibility of combining different
techniques that might seem at first sight not to be related to each other and combine then in a way that it
is possibly to take advantage of all the benefits of then in order to create a new useful technique to help in
the process of increasing the life cycle cost of the product being researched. As a result from this
research work, the procedure to make the implementation of the technique will be explained on a step by
step basis.

The advantage of applying this type of implementation is that in case the organizations where this model
is applied have already part of these techniques in place, then, it is possible to by-pass the implementation
part and only review and audit the actual mechanism that there are in place. The general implementation
procedure of the proposed model is presented in figure 4.

Motivation: Maintenance improvements, accident related

modifications, customization of the equipment.

Supporting
Start
Main Actors
Departments

Determination of the responsible persons in the

organizations (RACI Model)
HSE Department
Organization and
Methods Assessment of the CMMS

Department (Type of system and info contained)

Finance Department
Assessment of the quality of CMMS

Evaluation of the performance of the equipment

General Management
Maintenance under study.
Department
Adaptation of the information in terms of the
DFMA model
Equipment and service
Quality assurance
providers
Evaluation of the effectiveness of the Department

implementation.

Are the expected

levels met?
 End

Figure 4. General formulation of the proposed model.

As previously stated, one of the main motivations of this work is related to the existent advantage that is
contained in an organization when a improvement has been made on a critical production or equipment
and there is the chance of including this knowledge back to the manufacturing line where the rest of the
customers can benefit of it since it is that manufacturing companies do not have the chance of completely
test and validate all the feature of the design when they are put in the most different environments and
functioning characteristics.

However, this work can also be applied as a joint effort to improve a novel design or one that needs to be
reformulated because of the several mal functions or complaints arisen from the performance of it.

Depending on the case, it has to be determined what it is the initial motivation to start with the
implementation of this process. If it is the communication of the successful improvement then, it is
necessary to set up the organizations in a way that they are prepared to collect and handle the relevant
information of the studied equipment. And if it is the case where a joint effort is require to reformulate the
original design of the equipment, then it is possible that this action was originated after an internal
analysis of the performance of the equipment carried out by the user company and for sure this equipment
is a key player in the production line and also in this case, both organizations have to develop the
mechanisms to fulfill their goals.

It is important to mention at this point that having inside of the manufacturing company a system that
allows the inclusion of new improvement proposal or a system that can be flexible enough to adapt to the
changes in a relatively easy way, is nowadays an important characteristic of modern organizations where
the feedback received from their customers are taken into account to keep the pace and gain terrain where
more traditional organizations have failed to do this and step by step are disappearing from the market.

In any of the proposed cases, the foundation of the process lays on the selection of the responsible person
in each organization. This has to be done in a straightforward manner in order to avoid misunderstandings
and in case that a filtering process is needed, and then this is done in the most effective way. To
accomplish this task, the assignment of roles to decision areas is done by applying the RACI model
specifically for the task in question. As the companies can have different types of structures and
information systems, the following matrix has to be considered only as an example. The important
consideration to be made is that the matrix has to list the key tasks and the names of the key positions
involve in the tasks presented. The RACI model considered for this example in the end-user side is
presented in figure 5.

ROLES

DECISION
AREAS Shift
General Maintenance Production Maintenance
superviso
Manager Manager workman Workman
r
Propose and monitors the
scope of the plan A C I I I
Audit the IT systems and
request any improvement to it C A I I I
Transmit the filtered
information to the other party I A C I I
Implement the changes and
modifications on the machine I R A C R
Control the operational
variables of the machine I C A R C

Figure 5. Example of RACI matrix applied to the user company to apply the DFMA approach to the
process.
It can be also noticed in figure 5, that each task has an accountable person and in some cases, it is not
necessary that the accountable person is the one responsible for the task itself. Also, in modern
organizations where detailed job profiles are provided, it might be possible to include the RACI model in
the information system and automate the manual formulation of the matrix.

When approaching to the validation of the information system where the production information and from
which the key performance indicators are generate and analyzed on a periodic basis. This is another
important aspect of the model because the validity of the information and the selection of the right
indicators will influence deeply in determining the success or failure of the improvement.

The improvements might be measured from different points of view. Three of the most important to be
mentioned are those related to the three big areas of the company: production, maintenance and financial
departments (Dhillon, 2002). For the authors of this research work, the safety aspects of the machine
related to the environment, operation, and maintenance activities are always at a higher level.

From the production point of view, one of the most important indicators to be used is the availability of
the equipment described by the ration between the effective utilization time and the total available time to
produce. This indicator it is usually calculated separately from the quality indexes however, it is
encourage that the quality aspects of the running time of the machine are included in this sector.

H ea
EA= (1)
TH rp

where

EA is the equipment availability, Hea is number of hours each unit of equipment is available to run at
capacity, and THrp is total number of hours during the reporting period.

From the point of view of maintenance, two key indicators are proposed. The first one is the Mean time
between failures of the equipment (MTBF) and the second one is the time to repair of the equipment
which takes into account the different variables encounter with the design, availability of spare parts and
know- how of the company at the moment of performing any maintenance on the machine. Any positive
variation in one of these two indicators has to be carefully evaluated because it is important to have a
combined analysis from these two indicators. One clear example of it is that the maintenance department
is reducing the time to repair of the machine which are excellent news however, if the MTBF of the active
is low it means that the equipment can be returning to the maintenance shop more often than before. This
can also be deduced from the production availability indicator. These indicators and their construction are
shown in equations (2) and (3).

MTBF=
( start of downtimestart of uptime)
number of failuers (2)

In the case of the time to repair of the equipment indicator,

f i MPMT i
MPMT = i=1 m (3)
fi
i=1
where

m = total number of data points, MPMTi = mean or average time needed to perform ith preventive
maintenance action, for i = 1, 2, 3, , m, and fi = frequency of ith preventive maintenance action in
actions per operating hour after adjustment for equipment duty cycle.

From the finance point of view, indicators such as operatives costs related to the non availability of the
studied equipment and the costs associated to the maintenance routines performed on the equipment has
to be considered as part of the information needed to measure the variation on the performance of the
equipment.

The proposed indicators given at this stage are just an indication of which might be used, however, as
stated before, the use of a performance indicator has to be done in a coherent manner with the
organization policies then, the selection of those indicators are left to the convenience of the users of the
model.

After having proposed the indicators associated with the evaluation of the performance, it is necessary to
shape the information that is going to be transmitted to the manufacturing company. When an event
occurs, a root cause analysis has to be conducted in order to point out the causes of the event. This will
help to isolate the element or parts that need to be observed with detail.

There exist several proven techniques that can be used to determine the possible origin of the loss of
function of the equipment. These techniques can be selected from the ones that are already in place in the
company or it can be adopted from the many available in the field of failure root cause analysis. Just to
mention one of the most popular, it is possible to use the well known RCA (root cause analysis) which
output is condensed into four basic aspects: The complete description of the incident, what are the
immediate causes, what are the basic causes, and what is the existent lack of control over the equipment.

The information supplied by the failure root cause analysis plus the information gathered at the repair
shops contain the keys to give the proper feedback to the manufacturing or service providers in order to
take actions in their production and/or service lines.

The concept of triangulation of the failure root cause analysis must be included at this point. The failure
analysis has to be also executed by the manufacturing company and compare their results in an objective
way of thinking. Even though it is difficult not to contaminate this analysis with the one previously
done, it is necessary to keep the impartiality in order to get the maximum benefits from this step.

Once the information is analyzed and input into the information systems, the user company needs to
shape this information into the useful format that the DFMA approach offers to those who adopt this
methodology. In order to do this, the information has to be classified into the 5 classes shown in figure 3.
This action will allow providing the necessary list of requirements to be analyzed by the manufacturer or
service provider companies. Figure XXX, shows a reduced segment of figure 3 that highlights the DFMA
aspects directly related to the end-user.

DFMA Aspects Actors and tools Recipients

1 Review of the customer needs Tools:

and design requirements.
M
Key performance Indicators.
A
Root failure analysis.
2 Evaluation of assembly flows, N
Continuous improvement Thinking
integration, test. U
Quality reports.
F
3 Evaluation of fabrication, C
processes and materials. T
U
R
4 Identification of concerns and
E
deficiencies. Departments:
R
S
HSE , Quality, Maintenance,
Production, Finance.
 5 Identification of cost, quality and
schedules drivers.

Figure 6. Relationship of the DFMA aspects, tools and departments involves in the configuration of the
information to the manufacturers.

Finally, the proposed model was inspected and reviewed under the SINK productivity management
method in order to estimate its functionality. One of the structures of the evaluation method is presented
in figure 7.
Figure 7. Method applied to evaluate the coherence of the proposed model. (Sink, 1985)

Table 1, presents the set of criteria applied in the tool evaluation method with a brief comment of the
justification of the possible success of the proposed model.

Table 1. SINK evaluation tool applied to the proposed model.

Criterion Brief Description of the applied criterion to the proposed model

1 Validity Measures the intended object which is the equipment selected
2 Reliability At this stage is not possible to determine the reliability of the model.
3 Accuracy and precision At this stage is not possible to determine the reliability of the model.
4 Collective exhaustiveness Forms a balanced overall analysis of the situation
5 Uniqueness Only one instrument describes a certain characteristic
6 Comprehensibility Results are understandable for all users
7 Quantifiability Results are presented in numeric values
8 Controllability Can be tuned for different performance levels
9 Effectiveness Benefits exceeds inputs
10 Relevancy Value has an essential significance to decision making
11 Credibility Decision makers can trust in the value of the instrument
12 Timing Describes the real situation, real time results on hand
13 Simplicity Easy to implement, learn and use

As in every project, it is important to emphasize at this moment the issue of organizational participation.
To effectively put together an implementation like this (Melton et. al, 2009) the involvement of the higher
management, direct responsible units, and clients have to be the main actors working in the same
direction to successfully obtain positive results.

4 CONCLUSIONS

It can be noticed that the methodology proposed can be applied not only as a method to give feedback to
the manufacturing organizations about the improvements made but also to establish a well known shared
improvement campaign of a specific equipment where both actors, end-users and manufacturing and
service providers companies participate actively of the processes and the results are part of a same effort.

The key factor in the implementation of this model relies in answering inside of the organizations the
following questions: Who will convey the information? Which information should be transmitted? And
who is the responsible for the interaction between the companies involved?

The proposal of the RACI matrix of assignation of roles, although it can be considered a novel
approached to be applied to the maintenance organizations, it is found conceptually suitable to be used to
answer these previous questions as well as being possible to integrate it into the CMMS system used by
the company. Nonetheless, the used of this matrix can be extended to clarify the roles inside of the
Maintenance Department.

It is seen that the combination of these different management techniques enclosed into a DFMA approach
might be used to reduce the amount of uncertainty at the moment of starting a joint continuous
improvement plan. The effectiveness of this implementation can be measure by the application of the
same type of performance indicators used in common practice. Even though two of these indicators have
been proposed, the main idea is that at least one indicator has to be chosen and it has to be the one that
best suits the parameters that wants to be measured.

As a method to validate the possible application of this model, the important indicators mentioned by
Sink, S. 1985, have been assessed in a qualitative manner. The answers to each one of these SINK key
indicators applied to the model were presented in table 1 showing more positive than negative benefits
with the implementation of the model.

The next step in this research line is based in the practical application of the model. It is know that in
maintenance activities, some results can be difficult to obtain in a short period, however, in this article
the theoretical basis are formulated with an aim in improvement the maintenance aspects of the
organization that are directly related to the economical results of the fiscal period.

5 REFERENCES

Ciambrone, D. 2007. Effective Transition from Design to Production. Boca Raton, Fl: Taylor & Francis
Group, LLC.

Dhillon, B.S. Engineering maintenance: a modern approach. CRC Press LLC. 2002.

Heldman, K. 2005. Project Management Professional. Study Guide. 3 rd Edition. New Jersey: Wiley
Publishing, Inc.

Lund, Arnold. 2011. User Experience Management , Elsevier Inc. 3 Francis Hartmana, Rafi Ashrafia,
Development of the SMARTTM Project Planning framework, International Journal of Project
Management, Volume 22, Issue 6, August 2004, Pages 499510

Pintelon, L., Kumar, P.S., & Vereecke, A. (2006). Evaluating the effectiveness of maintenance strategies.
Journal of Quality in Maintenance Engineering, 12(1).

Sink, S. 1985. Productivity Management: Planning, Evaluation, Control, and Improvement. New York:
John Wiley & Sons, Inc.

Trish Melton & Peter Iles-Smith. 2009. Managing Project Delivery, Maintaining Control and Achieving
Success , Elsevier Ltd.