Improving the method for selecting risk-based competing improvement strategies has equal importance with failure risk quantification inthe FMEA methodology. Nevertheless, there are few studies which focus on this issue. Furthermore, the influence of factors relating to the businessenvironment which may support or derail improvement efforts is not considered in previous studies. In order to address these limitations, a model is proposed in which the impact of environmental factors is considered byintegrating SWOT analysis into the FMEA method in order to support the appraisal of competing risk-based improvement efforts. The impact of SWOTvariables is deployed using a decision support model based upon the benefit, cost, opportunity, risk and organisational readiness index (BCOR2) approach inorder for the FMEA team to select from competing corrective actions. A case example from industry is provided in which the proposed model is applied. This example illustrates that this new model contributes successfully to good practice by identifying the most appropriate corrective action option to take andimproves upon the decisions provided by existing developments of the FMEA methodology.
A challenging aspect of managing the development of complex projects is the notion of design iteration or rework. Traditional project management tools such as program evaluation and review technique (PERT), critical path method (CPM), and Gantt chart allow the modelling of sequential and parallel processes in projects, but they fail to address interdependency of feedback and iteration. Design structure matrix (DSM) is a new approach to project management, used to represent, analyse dependencies among tasks and show the order in which tasks are performed. In this paper, a case of the petroleum oil field development project is demonstrated. The project duration of the petroleum oil field development project is reduced significantly by applying the DSM method.