Adrien Presley's Publications
This page contains a listing and abstracts to my publications.
Clicking on the token will take you to the abstract.
Back to Adrien Presley's Homepage
Journals: |
Token | Keywords* |
|
|
IJPE97 | BPR, Justification |
|
|
JVCA97 | Justification |
|
|
C&IE95 | BPR, EE, Modeling |
|
|
IJECM94 | Justification |
Conferences Proceedings: |
||
|
|
AIS98 | IS, ST |
|
|
|
|
| Presley, A. and D. Liles (1998). " A Methodology for Research Project Selection". Industrial Engineering Research Conference '98, Banff, Alberta, Canada | IERC98 | Justification |
|
|
DSI97 | EE, Justification |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
AGIL95a | Agility, EE, Modeling |
|
|
IERC95 | Modeling |
|
|
NEPCON95 | Agility, EE |
|
|
AGIL95b | Agility, EE, Modeling |
|
|
AGIL95c | Agility, Justification |
|
|
IEEE94 | Agility, EE, Modeling |
|
|
WAC94a | EE, SME |
|
|
WAC94b | Justification |
|
|
IERC93a | EE, Modeling |
|
|
IERC93b | SME |
|
|
ICCIM93 | SME |
I've tried to keep to keywords to a minimum. The following keywords are used to classify the papers:
Keyword |
Description |
Related Papers |
| Agility | Having to do with papers addressing to agility, defined as the ability of manufacturing enterprises to thrive in an environment of continuous change and uncertainty. Included are papers about virtual enterprises, an organzational form characterized by opportunistic teaming and sharing of core competencies. Most of the papers related to agility were funded through the Agile Aerospace Manufacturing Research Center. | AIS98a, AGIL95a, AGIL95b NEPCON95, AGIL95c, IEEE94 |
| BPR | Business Process Reengineering. | IJPE97, C&IE95, WSC97, IERC97, WSC96 |
| EE | Enterprise Engineering, the body of knowledge, principles, and practices having to do with the analysis,design, implementation and operation of an enterprise. EE is a top down management approach emphasising a process oriented view of the enterprise. | AIS98a, C&IE95, AGIL95a DSI97,WSC97, IERC97,WSC96, IEMC96, AGIL95b NEPCON95, IEEE94, WAC94a, IERC93a |
| Justification | Work related to strategic justification of enterprise technologies. Also includes Performance Management literature. | IERC98, IJPE97, JVCA97, IJECM94, DSI97, C&IE95c, AGIL95c, WAC94b |
| Modeling | Papers related to process modeling methods and techniques. | C&IE95, WSC97, IERC97, WSC96, IEMC96, AGIL95a, IERC95, AGIL95b, IEEE94, IERC93a |
| SME | Small Manufacturing Enterprise. My work with SMEs has primarily been about implementing continuous improvement philosophies into small companies. | WAC94a, IERC93b, ICCIM93 |
| ST | Systems Theory. Work related to applications of system theory, especially Checkland's Soft Systems Methdology. | AIS98 |
Journals:
Sarkis, J., A. Presley and D. Liles (1997). "The Strategic Evaluation of Candidate Business Process Reengineering Projects." International Journal of Production Economics, 50(1197): 261-274.
The evolution from a focus of product design to process and product design in improving organizational competitiveness has included the development of a field of study called business process reengineering (BPR). BPR is a process that requires a number of stages of analysis, design and implementation. The literature in the past few years has provided a number of tools and techniques to aid in BPR efforts. One area in this relatively new organizational change philosophy that has not received much attention is the selection or prioritization of a set of candidate business processes or projects that should undergo reengineering. Since business processes by definition are elements of a broader strategic system, the candidate evaluation and selection process must be strategically oriented. To aid in this evaluation process a strategic multiattribute evaluation and justification framework and methodology is presented. The methodology includes an activity based analysis and linkage of traditional (financial) and strategic considerations. The evaluation methodology may also have implications for post-implementation evaluation of BPR projects and other phases of BPR.
Presley, A., J. Sarkis and D. Liles (1997). "A Multi-Criteria Justification Methodology." Journal of Valuation and Cost Analysis, 1(2): 111-123.
The justification of investments in technologies whose benefits are not easily quantifiable in monetary terms has long been a problem. In this paper, we describe a strategic justification methodology which specifically considers long term strategic costs and benefits in addition to more standard financial considerations. This methodology, entitled Strategic Justification of Enterprise Technologies (SJET), utilizes a matrix approach based on the Quality Function Deployment technique to link the technology under consideration to the enterprise both strategically and operationally. It also uses techniques such as the analytic hierarchy process, weighting schemes, and utility functions through a team based approach to build a model of the decision makers' preferences. The methodology was developed through the use of "customer teams" consisting of potential users of the methodology along with domain experts in justification techniques to ensure that the methodology developed would meet user requirements including applicability to real life problems. This paper discusses the motivation for the development of the methodology, the novel development approach used, and the methodology itself. An illustrative example is included.
Sarkis, J. and A. Presley (1995). "The Management of Technology Within an Enterprise Engineering Framework." Computers & Industrial Engineering 28(3): 497-511.
Many attempts at implementing Computer Integrated Manufacturing (CIM) technologies are unsuccessful. This paper presents a methodology for the strategic management of technologies such as those involved in CIM. This methodology, entitled the Enterprise Engineering methodology, is based on the premis that technology should only be implemented after the basic foundations are put in place. The methodology is an integrated sociotechnical framework that addresses organizational, cultural, process, and technological issues. To place the methodology in focus, the paper first presents an overview of the current manufacturing environment. The methodology is then discussed in depth. The development and implementation experiences with the methodology are also presented.
Presley, A. and J. Sarkis (1994). "An Activity Based Strategic Justification Methodology for ECM Technology." International Journal of Environmentally Conscious Design and Manufacturing 3(3): 5-17.
Environmentally conscious manufacturing (ECM) technology strategically impacts the operations of an organization. Justification of these technologies is often difficult due to the failure of traditional justification techniques to consider intangible and unquantifiable measures along with quantifiable costs and benefits. This paper presents a pervasive methodology focusing on the justification of strategic enterprise technologies. The methodology is based on an activity based management approach. A brief background and organizational decision making context for which this methodology is an integral part are presented. The paper concludes with an illustrative example to demonstrate how the methodology can effectively justify ECM technology from an explicit life cycle and total cost analysis focus.
Conferences Proceedings:
Presley, A., J. Sarkis, D. Liles, and W. Barnett (1998). "Participative Design Using Soft Systems Methodology". Association for Information Systems (AIS'98), Baltimore, MD.
Participative design is an effective tool for designing organizational systems where conflicting and diverse goals of users and clients from different organizations must be reconciled. This paper presents a methodology for participative design based on Soft Systems Methodology (SSM). A brief overview of SSM is first presented. The design methodology is then presented within the SSM framework. The design methodology prescribes a set of activities to accomplish participative design, and uses two design tools from the manufacturing and process engineering fields – Quality Function Deployment (QFD) and the IDEF0 functional modeling method. Experiences using the design methodology are also presented.
W. Barnett and A. Presley (1998). "Quality Function Deployment for Designing the Virual Enterprise". Association for Information Systems (AIS'98), Baltimore, MD.
The design of distributed or virtual enterprise organizations is a complex activity requiring the evaluation of process competencies of multiple potential participants. This analysis must also incorporate the functional requirements for the desired product or service as specified by the intended customer. Experience in non-distributed business environments show that failure to meet customer needs can lead to a worsening competitive position. This paper presents a methodology based on quality function deployment design methods for delineating responsibility for process components in a virtual enterprise. A brief description of the design requirements for the virtual enterprise is presented. The methodology defined in this paper provides the link between customer needs and the process competencies provided by participants in the venture.
Presley, A. and D. Liles (1998). " A Methodology for Research Project Selection". Industrial Engineering Research Conference '98, Banff, Alberta, Canada.
This paper presents a methodology for the identification of benefits for technology research and development projects. It specifically addresses projects involving new process technologies. It focuses on identifying and presenting both financial and strategic benefits of the project in an integrated manner. It uses a proven multi-attribute justification tool and frames it within a larger structured methodology for designing and planning the benefits measurement process through experiments and pilot implementations. The methodology supports the comparison of dissimilar projects having different strategic benefits. Finally, it acts as tool to aid the technologist in identifying and presenting the benefits of his technology.
Presley, A., L. Whitman, and D. Liles (1997). "A Methodology for Enterprise Performance Management". 1997 Decision Sciences Institute, San Diego, CA.
This paper presents a methodology for the strategic management of enterprise performance. The methodology uses and integrates tools and methods for performance management found in literature and practice. The paper first presents an introduction to performance management systems and their requirements. It then reviews approaches to performance management. The paper concludes with a description of the Enterprise Performance Management Methodology, a methodology developed to address many of the shortcomings of current performance management systems.
Whitman, L., B. Huff, and A. Presley (1997). "Structured Models and Dynamic Systems Analysis: The Integration of the IDEF0/IDEF3 Modeling Methods and Discrete Event Simulation". Proceedings of the Winter Simulation Conference, Atlanta, GA.
The role of modeling and simulation is receiving much press of late. However, the lack of practice in employing a link between the two is alarming. A static model is used to understand an enterprise or a system, and simulation is used for dynamic analysis. Generally, most models are considered static, whereas simulation is really a dynamic model. Static models are useful in achieving understanding of the enterprise. Simulations are useful in analyzing the behavior of the enterprise. Most enterprises develop and even maintain multiple types of models for different purposes. If a single model can be used to drive other modeling purposes, then model maintenance and development could be reduced. This paper describes the procedure necessary to use a static representation as the primary input for an animated simulation. It presents the additional steps necessary to annotate a static model for input to a dynamic model. Two commercial suites, Design/IDEF to Service Model and ProSim to Witness, are compared and contrasted based on the respective ease of conversion from the static model to the dynamic model. Any user who purchases these products can follow the steps described in this paper for either of these product suites to generate a simulation from a static model. Finally, some general observations of using an existing IDEF (0 or 3) model to create a working simulation is presented along with conclusions.
Presley, A. (1997). "A Multi-View Enterprise Modeling Scheme". Proceedings of the 6th Industrial Engineering Research Conference, Miami Beach, FL.
Efforts to improve enterprise performance depend to a large extent on models of enterprise processes created for analysis and design. This paper describes a modeling scheme which supports the development of a multi-view model of an enterprise and its processes. The paper first presents an overview of the efforts such as business process reengineering, enterprise integration, and enterprise engineering which make use of process models. The paper then presents the modeling scheme which uses the IDEF suite of modeling methods to build integrated business rule, activity, resource, business process, and organizational views of the enterprise. The scheme is built from a central IDEF5 model of the enterprise from which the other views are extracted.
Liles, D. and A. Presley (1996). "Enterprise Modeling Within an Enterprise Engineering Framework". 1996 Winter Simulation Conference, San Diego.
The role of abstraction, or modeling, is a major element in Enterprise Engineering. Enterprise engineering deals with the analysis, design, implementation and operation of an enterprise. The Enterprise Engineer addresses a fundamental question: "how to design and improve all elements associated with the total enterprise through the use of engineering and analysis methods and tools to more effectively achieve its goals and objectives". This paper describes a describes a multi-view reference architecture for modeling an enterprise. It presents a modeling scheme under development which supports the architecture and acts as a tool for Enterprise Engineering.
Presley, A., and K.J. Rogers (1996). "Process Modeling to Support Integration of Business Practices and Processes in Virtual Enterprises". International Engineering Management Conference, Vancouver.
A major issue in the management of virtual enterprises is the integration and coordination of the business processes. The successful attainment of the business goals of a virtual enterprise depends on its ability to align the business processes and practices of partner enterprises. This paper will present a modeling scheme which supports a process centered approach to the analysis and design of the virtual enterprise. An innovative feature of the scheme is the ability to present federated activity, process, business rule, organization, and resource views of a process.
Presley, A., Barnett, W., and Liles, D. (1995). "A Business Case Tool for the Strategic Justification of Enterprise Technologies." Computers and Industrial Engineering, 29(1-4), 421-425.
This paper describes the work of the Automation & Robotics Research Institute which has as its objectives the development of a set of business process templates and enterprise design methodologies for transforming enterprises to agility and forming virtual enterprises. Business processes in three categories are being studied: (1) those processes which transform external constraints into internal constraints, (2) those processes which acquire and prepare resources, and (3) those processes which use resources to produce enterprise results. Research in business process templates as well as supporting methodologies in three areas is being conducted: metric development, strategic justification, and agile business process configuration. This paper presents issues related to engineering the enterprise, relevant research results accomplished to date, and implications for future research.
Presley, A., W. Barnett, D. Liles and J. Sarkis (1995). "A Virtual Enterprise Architecture". 4th Agility Forum Conference, Atlanta.
It has been proposed that among the managerial and organization changes required by in the new agile competitive environment will be the formation of the "virtual company". The virtual company is a temporary alliance of member companies which join to take advantage of a market opportunity. The formation of these alliances will require the rapid formation and re-configuration of enterprises and their processes. To assist in this task, the Automation & Robotics Research Institute (ARRI) of The University of Texas at Arlington is developing an architecture for the virtual enterprise. The architecture will assist companies desiring to enter into a virtual relationship by defining the functions and interfaces of critical business processes, thus allowing for a more rapid and efficient integration of the expertise which will be contributed by each partner in the virtual company. The focus of this paper will be on the development of the architecture.
Presley, A. and D. Liles (1995). "The Use of IDEF0 for the Design and Specification of Methodologies". 4th Industrial Engineering Research Conference, Nashville.
This paper presents experiences with the application of the IDEF0 technique in the development and specification of methodologies. Case studies in this novel use of the tool are presented for two projects. The first case describes a methodology for assisting small companies implement continuous improvement. The second case is a methodology for the strategic justification of investments in enterprise-wide technologies. The conversion of the IDEF0 specifications to actual delivery mechanisms is discussed. Advantages, disadvantages, and suggestions for use of IDEF0 for methodology design and specification are also presented.
Presley, A., J. Mills and D. Liles (1995). "Agile Aerospace Manufacturing". Nepcon East 1995, Boston.
This paper presents an overview of the Agile Aerospace Manufacturing Research Center (AAMRC) at the Automation & Robotics Research Institute of The University of Texas at Arlington. The AAMRC is an industry-led institute funded by the National Science Foundation and the Advanced Research Projects Agency of DoD. The center is a partnership of academia, industry, and state and local government which conducts research in agile business practices, processes and technologies and implements the results of this and other research. The paper presents a background of center and overviews of several of the research and implementation projects being undertaken by the AAMRC.
Barnett, W., A. Presley and D. Liles (1995). "Object-Oriented Process Modeling for the Virtual Enterprise". 4th Agility Forum Conference, Atlanta.
Traditional methods of proccess modeling that are currently used for the design of business processes do not fully support the needs of the agile firm or virtual enterprise. This paper examines the major shortcomings of traditional structured methods of process design, such as IDEF-0. The object-oriented paradigm of process modeling is proposed as an alternative method for supporting process design in the virtual enterprise environment. Object-oriented concepts are defined and the value of these concepts in designing the virtual enterprise is explored. A base object class structure for process modeling is also proposed.
Sarkis, J., A. Presley and D. Liles (1995). "Building a Business Case for Agility". 4th Agility Forum Conference, Atlanta.
Agility is increasingly being seen as a prerequisite for continued competitiveness in the changing global marketplace. However, many of the technological and organizational changes required in making the migration to agility are radical and strategic in nature. Attempting to justify many of these pervasive changes is difficult using currently available techniques, especially those which focus solely on traditional economic criteria. The failure to consider strategic and long term benefits of agility can lead to the failure of manufacturers to adopt these required changes. This paper will discuss how the migration to agility can be justified from a business perspective using a business "case" methodology for the strategic justification of enterprise integration technologies.
Barnett, W., A. Presley, M. Johnson and D. Liles (1994). "An Architecture for the Virtual Enterprise". IEEE International Conference on Systems, Man, and Cybernetics, San Antonio.
This paper will present an architecture for the virtual enterprise based upon an object oriented business process modeling approach. The paper proposes that business processes naturally fall into three categories Category (1) processes transform external constraints into an internal constraint structure that might be expressed as a system of objectives, policies, and procedures. Category (2) processes acquire and make ready resources used by the enterprise. Finally, category three business processes (design, marketing, manufacturing, distribution) transform the family of inputs into the desired enterprise results or outputs (i.e. products). The business processes are in turn organized into an enterprise. The paper suggests that the virtual enterprise consists of a set of business processes form category (1) which are collectively owned by the virtual enterprise and a set of business processes form all three categories (1,2,3) which are owned by two or more individual enterprises, but used by both the individual enterprise and the agile or virtual enterprise. The agile enterprise temporarily disturbs but does not consume the individual
Johnson, M., A. Presley, D. Liles and J. Sarkis (1994). "Strategic Technology Planning for Small and Medium Sized Manufacturing Companies". Intelligent Automation and Soft Computing, Proceedings of the World Automation Congress. M. Jamshidi, J. Yuh, C. C. Nguyen and R. Lumia. Albuquerque, NM, TSI Press. 2: 87-91.
Technology acquisition and implementation is often performed in an ad hoc manner with little consideration given to the strategic impacts to the enterprise. This is especially true in small and medium sized companies who are many times too busy with the day-to-day running of the business to take time to plan. Increasingly, small companies must implement advanced technologies to remain competitive in the global economy. This paper presents a technology planning methodology. The planning methodology incorporates technology in context with the company strategic vision, and considers impacts to technology skills, work tasks, culture, training, and enterprise process improvement.
Sarkis, J., M. Johnson, A. Presley and D. Liles (1994). "Development of the Requirements for a Strategic Justification Methodology". Intelligent Automation and Soft Computing, Proceedings of the World Automation Congress. M. Jamshidi, J. Yuh, C. C. Nguyen and R. Lumia. Albuquerque, NM, TSI Press. 1: 87-91.
Justifying the acquisition of advanced manufacturing systems and other enterprise-wide integration technologies has always been a challenge to an enterprise. Traditional justification techniques often do not take into account strategic benefits nor infrastructure changes required of advanced technology implementation. This paper discusses the development of a generic justification methodology for small and medium sized manufacturers. Specifically, it deals with the collection, prioritization, and organization of the requirements for this methodology using Quality Function Deployment techniques. Regional focus groups were formed to develop the requirements for a strategic justification tool for integration technology justification.
Presley, A., B. Huff and D. Liles (1993). "A Comprehensive Enterprise Model for Small Manufacturers". 2nd Industrial Engineering Research Conference, Los Angeles.
This paper describes the development of a comprehensive enterprise model of a generalized small manufacturing organization. This model will provide activity, organizational, information, resource, and process views of a company which provides an integrated picture of the enterprise. To date, the activity and process views have been developed. These views and the efforts to fully develop the other views and the use of this model by companies wishing to develop their own enterprise architecture will be discussed.
Presley, A., M. Johnson, J. Weddle and D. Liles (1993). "Enterprise Excellence: Small Manufacturers and Continuous Improvement". 2nd Industrial Engineering Research Conference, Los Angeles.
The Small Integrated Manufacturing Enterprise Program at the Automation & Robotics Research Institute of The University of Texas at Arlington has as its objective the transferring of advanced manufacturing technology and philosophy to small manufacturing companies. This paper will describe the development of an Enterprise Excellence methodology and an assistance scenario for the pursuit of enterprise excellence by small manufacturing enterprises.
Presley, A., M. Johnson, J.-A. Weddle, D. Liles and J. Mills (1993). "Integration of Small Businesses". Second International Conference on Computer Integrated Manufacturing, Singapore.
Computer Integrated Manufacturing (CIM) has been proposed as many things, but most often it is proposed as a way to integrate the information systems of large companies. Companies undertake the implementation of CIM in order to facilitate the flow of information throughout the enterprise. The introduction of CIM, however, usually has great ramifications on the manner in which the company does business and results in significant changes in their business processes. Many companies discover that using CIM directly is not feasible. Their business processes are simply too chaotic. This paper presents a methodology called the "Enterprise Excellence Methodology", used by the faculty and staff of the Automation & Robotics Research Institute, to help companies improve and integrate their business processes before any automation is introduced. The methodology involves identifying and communicating the owner's vision for the company, defining the strategy for achieving that vision, helping the company change its culture and shift paradigms, and finally, finding technological solutions, including CIM, for any problems identified. Some results from the 20 companies who have gone through this process are presented.