Journal of Management and Engineering Integration, v.12 no.1

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    Journal of Management & Engineering Integration, v.12 no.1 (Summer)
    (Association for Industry, Engineering and Management Systems (AIEMS), 2019-06) Association for Industry, Engineering and Management Systems (AIEMS)
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    Smart sensor interface model using IoT for pipeline integrity Cathodic Protection
    (Association for Industry, Engineering and Management Systems (AIEMS), 2019-06) Algarni, Mohammed; Zwawi, Mohammed
    This study proposes a design of a smart sensor interface for monitoring Cathodic Protection (CP) in an Internet of Things (IoT) environment. The corrosion sensor is used to monitor voltage potential from a sacrificial anode to an underground pipe or pipelines. The past design of monitoring CP was via wired networking (for data transfer) or by onsite inspection. Although such inspection offers a very reliable monitoring method, it is expensive and inconvenient. This research proposes a new, advanced and straightforward method to monitor CP, for field engineers, by the advancement of IoT intelligence to provide suggestions and make online-orders for consumable parts. This research proposes a solution by the novel design of monitoring corrosion via CP using a smart sensor interface model in an IoT environment and smart-phone applications. The results of this system design show good monitoring performance and excellent analytical potential.
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    Engineering disasters: The role of engineering versus management cumulative failure risk factor
    (Association for Industry, Engineering and Management Systems (AIEMS), 2019-06) Gapinski, Andrzej J.
    The article investigates engineering disasters as failures of either engineering design, project management decisions, or management processes in general. The paper points out that more often than not the failures of engineering endeavors were due to shortcomings of project management and organizational culture irrespective of the area of engineering discipline involved. The cumulative failure risk factor is proposed to assess an overall project failure risk, which can assist in project failure risk assessment and consequently in identifying the shortcomings in an organization.
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    Exploratory analysis of the Malcolm Baldrige National Performance Excellence Award model
    (Association for Industry, Engineering and Management Systems (AIEMS), 2019-06) Tettey, Anyama; Gholston, Sampson; Mesmer, Bryan
    This paper conducts exploratory statistical analysis to assess trends in scores for the Malcolm Baldrige National Performance Excellence Award Model (MBNQA). The analysis identifies significant differences and similarities across sectors of examiner scores for the award program. The paper makes use of real consensus and site visit scores data collected over 11 years period, 2007-2017, from a States' Performance Excellence Award program to conduct the analysis. There are 2 parts to the study. In the first part, the authors use descriptive statistics and various univariate parametric procedures to observe differences/ similarities in variability and mean scores over the period of the study. The results show that the variability in the scoring approaches across sectors were not statistically different. The mean consensus scores, however, were statistically different from the mean site visit scores. The second part of the study uses multivariate analysis to assess any significant difference in means between award winners and non-award winners for the consensus and site visit scores. The results show a significant difference between award winners and non-award winners for all 7 category scores using the site visit data but a different pattern for the consensus scores. The study confirms examiner consistency and reliability, as well as the need for all applicants to be given a site visit tour during the award program.
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    Review of earned value management (EVM) methodology, its limitations, and applicable extensions.
    (Association for Industry, Engineering and Management Systems (AIEMS), 2019-06) Nizam, Anisulrahman; Elshannaway, Ahmad
    Department of Defense (DoD) Instruction 5000.02 requires an Earned Value Management System (EVMS) compliant with ANSI/EIA-748 for all DoD cost or incentive contracts valued at or greater than $20M. Earned Value Management (EVM) integrates cost, schedule, and time to draw conclusions about current project status as well as make projections for future project status. Though EVM has been widely adopted on many projects, there are clear limitations indicated in the literature which ultimately inhibit the ability of EVM to become universally accepted as a best practice across all industries. In response, researchers have developed extensions such as Earned Schedule Management (ESM), Earned Duration Management (EDM), and Customer Earned Value (CEV). This paper addresses the evolution, limitations, and new extensions of EVM.