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Hi! you provided excellent help on a previous question and would like your help again :)

I'm writing a paper on project governance in the manufacturing industry - see attached abstract & current references. I'd like a few pages (3-4) evaluating the current PM literature on project governance practices in manufacturing. 

RUNNING HEAD: Governance in Manufacturing 1 Abstract

 

This paper will explore the role of project and program governance in the context of a

 

manufacturing operations environment of a large organization. For the purposes of this paper,

 

manufacturing operations will include all processes and functions that support the production

 

scope of a specified program. This includes manufacturing, quality, program management,

 

and engineer support. Given that manufacturing operations is often the churn and burn unit of

 

a large organization, the Project Management Office (PMO) holds manufacturing and

 

supporting functions more accountable for cost and schedule than successful project

 

management practices. It can very often be observed that the ?normalization of deviance?

 

phenomenon is a regular practice in manufacturing ops in order to meet delivery and/or cost

 

goals (Pinto, 2014). However this is at the risk, and sometimes loss, of best practices and

 

define procedures. The goal of this paper is to provide recommendations on how the PMO can

 

strengthen project governance practices within these environments to achieve greater work

 

flow and reduce risk across the multiple programs the unit supports. This will be achieved

 

through external research and the evaluation of current manufacturing operations at Boeing

 

Huntington Beach.

 

The research methodology for this paper includes evaluation of current governance

 

practices implemented in manufacturing operation at the Boeing, Defense, Space & Security

 

site in Huntington Beach, California. This particular site manufactures parts in support of

 

nearly 30 distinct programs at any given time and thus presents a unique case study. Due to

 

increased complexity of the PMO structure in this case, evaluation will focus on the three

 

main programs manufacturing operations supports and how the PMO governs the PM

 

processes affecting these programs. In addition to this live case study research, external Governance in Manufacturing Operations

 

research will be used to identify current understand of the role governance plays in

 

manufacturing operations. Current research tends to lead to project benefits governance,

 

where the industry standard is leaning towards risk avoidance, namely process-based risk

 

analysis, over the benefits of project governance. Ultimately this research will allow for

 

recommendations to be made for Boeing Huntington Beach as well as potential future

 

research topics. 2 Governance in Manufacturing Operations 3 Appendix A

 

References

 

Badewi, A. (2016). The impact of project management (PM) and benefits management (BM)

 

practices on project success: Towards developing a project benefits governance

 

framework. International Journal of Project Management, 34(4), pp. 761?778.

 

Hilt, E. (2014). Corporate governance and the development of manufacturing enterprises in

 

nineteenth-century Massachusetts. National Bureau of Economic Research, Inc.

 

Maylor, H., Turnerb, N. & Murray-Webster, R. (2015). ?It worked for manufacturing?!?:

 

Operations strategy in project-based operations. International Journal of Project

 

Management, 33(1), pp. 103?115.

 

Pinto, J. K. (2014). Project management, governance, and the normalization of deviance.

 

International Journal of Project Management, 32, pp. 376?387.

 

Tsaturyan, T. & Müller, R. (2015). Integration and governance of multiple project

 

management offices (PMOs) at large organizations. International Journal of Project

 

Management, 33(5), pp. 1098?1110.

 

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