<p>This PhD thesis is divided into two parts. Part one dealswith the development of the material and the mechanicalproperties of Steel Fibrous Cement Based Composites (SFCBC) forimproving bridge design and construction. It familiarizes thehydration mechanisms of the high performance concrete with thehelp of Powers´ and Jensen´s models. Concretes withdifferent water-cement ratio were compared with each other withrespect to degree of hydration and hydration products. Thisanalysis showed that high performance concrete has higherstrengths not because it has more gel solid, but due to ithaving less porosity and higher filler content compared toordinary concrete.</p><p>A number of experiments were performed to achieve a mixdesign method for a SFCBC, which has good workability, highearly and long-term strength and good durabilitycharacteristics. A Self-compacting and self-leveling fibrouscomposite, which has ultra high strengths (Compressive strength<i>f</i><i>c</i>= 180 ~ 220MPa and flexural tensile strength<i>f</i><i>föi</i>= 14 ~ 32MPa depending on the volumefraction of fibers) was produced. This composite was alsotested under different curing conditions in order toinvestigate the effect of curing on hydration andself-desiccation shrinkage. These tests showed that SFCBCshould not be water-cured under a long period andself-desiccation influences the compressive strengthnegatively. Test of scaling at freezing showed that SFCBC hasvery good durability characteristics.</p><p>Part two deals with the behavior of SFCBC in the anchoragezones of prestressed bridges. The prismatic composite specimenswere tested for different volume fractions of fibers underdifferent concentrations ratios of strip loading. The resultsof these tests showed that the ultimate strength of the SFCBCspecimens was approximately twice that of ordinary concretewith the same size (<i>f</i><i>c</i>= 60MPa reinforced with stirrups). Therefore,SFCBC has good possibility to replace the traditional rebars inthe anchorage zones of prestressed bridges.</p><p>This composite has different behavior than the traditionalconcrete e.g. crack formation, failure criteria, effectivestrength and angle of friction. A vertical crack on thecenterline was occurred while wedge developed under the loadingplate. In contrast to ordinary concrete, the cracks could notreach to the bottom of the blocks.</p><p>The tests results gave the ideas of that this material actslike metals or plastics in the high fiber content. Thismaterial is neither very brittle as concrete nor very ductileas metals but it is somewhere between them.</p><p>Upper-bound plasticity solutions were utilized for modelingthe bearing capacity of SFCBC. Predictions of this method aregood enough to estimate the bearing capacity of SFCBC in theanchorage zones of prestressed bridges.</p><p><b>Keywords:</b>Process improvement of bridges, Prestressedconcrete, High performance concrete, Ultra high performanceconcrete, Hydration, Cement based composites, Fibers,Self-compacting concrete, Bearing capacity, Anchorage zones,Tests</p>

Bakgrund: Intresset för processer och framförallt utveckling eller förbättring av processer har på senare år ökat. Detta kan ha sin grund i att många företag har behållit föråldrade rutiner och processteg samtidigt som verksamheten utvecklats, något som resulterat i onödigt komplexa processer som påverkat företags ekonomiska och praktiska prestationer. En annan orsak kan vara att företagsklimatet blivit allt tuffare. En process som under senare år fått ökat intresse inom företagvärlden samt kommer sätta stor prägel på denna uppsats är materialanskaffningsprocessen. Materialanskaffning beskrivs som en process innefattande samtliga de aktiviteter som krävs för att säkerställa att material tillförs en organisation. Syfte: Syftet med denna uppsats är inledningsvis att kartlägga samt identifiera brister i Holtabs materialanskaffningsprocess. Vidare är syftet att komma med eventuella förslag till hur Holtab kan reducera kvalitetsbristerna i materialanskaffningsprocessen för att på så sätt minska företagets kvalitetsbristkostnader. Metod: Denna uppsats är en fallstudie på Holtab AB. Studiens metod är i huvudsak kvalitativ med kvantitativa inslag. Uppsatsen har vidtagit en deduktiv forskningsansats med ett positivistiskt synsätt. Det empiriska materialet samlades in genom semi-strukturerade och ostrukturerade intervjuer samt en kvalitetscirkel. Vidare har uppsatsens teoretiska referensram baseras på litterära källor samt vetenskapliga artiklar. Slutsatser: Holtabs materialanskaffningsprocess har beskrivits genom en processkartläggning. Vidare har författarna identifierat materialanskaffningsprocessens kvalitetsbristkostnader samt dess orsaker. Avslutningsvis har författarna tillsammans med medarbetare på Holtab AB tagit fram förbättringsförslag till de brister som identifierats. / Background: In the recent years, the interest of processes and especially the development or improvement of processes has increased. This may be because many companies have kept obsolete routines and process steps while the businesses have developed. As a result the processes have become unnecessarily complex and affect the companies’ financial and operational performance. Another reason may be that the business environment has become tougher. A process that in the recent years has received an increased interest in the business world and will put its mark on this essay is the material procurement process. Material procurement is described as a process including all activities necessary to ensure that all the required material is supplied to an organization.  Purpose: The purpose of this essay is initially the map and identifies poor quality in Holtabs material procurement process. Further the purpose is to present suggestions on how Holtab can reduce their poor quality in order to reduce the company’s cost of poor quality. Method: The following essay is a case study on Holtab AB. The study is mainly performed in the form of a qualitative study which is supplemented by some quantitative elements. The study emanated from a deductive standpoint with a positivistic approach. The empirical data were collected by the usage of semi-structured and unstructured interviews as well as a quality circle. Further the theoretical framework was collected by literature and scientific articles.   Conclusions: Holtabs material procurement process have been defined and mapped through process mapping. Furthermore have the authors identified cost of quality deficiencies and the causes behind said deficiencies. Finally the authors have derived and presented suggestions for improving Holtabs material procurement process by reducing the quality deficiencies and therefore the related costs.

TCG is a small real estate investment and property management company that seeks to go through a lean transformation to simplify and improve its processes. The main purpose for any business developing a lean business structure is to focus organizational resources on eliminating waste and optimize business processes to become more productive. The main objective of this thesis will be to identify problem areas in TCG’s property management process and provide an improvement plan based on lean methodologies. In addition, this thesis will propose a five-year financial plan based on TCG’s current financial state as well as new capital investments and process improvement goals. / text

This record of study details the experience and the knowledge applied by an engineering doctoral candidate during two internships with two separate organizations in the cardiovascular device industry. The first internship was with an early startup company with a large focus in early research and design. The second was in a more mature organization with a focus in process control and increasing efficiencies. The startup company provided the appropriate dynamic for applying engineering design methods such as generating customer requirements, generating product functional requirements, building a quality function deployment, and proposing a basic high level design approach. With the mature company the focus was on investigating procedural inefficiencies through root cause analysis and mitigating the inefficiencies through integrated software solutions. The detailed accounts of these experiences provide a broad overview of the many challenges facing the cardiovascular device industry and the organizations involved. These accounts also illustrate the importance and value of engineering design principles and systems based engineering management in the industry.

Currently, construction companies have shown a need to adopt process improvement systems in order to function competitively in the market. However, civil construction, compared to the manufacturing, still has deficiencies relating to the incorporation of new improvement systems. Thus, the use of Kaizen Events (KE) is one of the main mechanisms used to perfect processes during the production (execution) phase of a product, ensuring enhanced performance and added value to the client. The present research sought to evaluate a method for adopting KE in the construction sector. The data-gathering tools used were a questionnaire and a focus group where academics and/or experts who fit a specific profile participated. A methodological strategy for the development of the work was adopted under the approach of Design Science Research (DSR) and the theoretical referential was developed from a Systematic Literature Review (SLR). Improvements were made to the method to improve its applicability and functionality in real life scenarios using the results obtained. Accordingly, the results show horizons for future research on KE in civil construction. / Revisión por pares

Dans le monde des affaires d'aujourd'hui, les besoins des clients changent plus rapidement que jamais et le nombre de concurrents augmente chaque seconde. De plus, la capacité à gérer les changements et l'imprévisibilité sont devenus un facteur crucial pour que les entreprises gagnent en valeur et restent compétitives [Oracle 2013]. Il en résulte que les entreprises sont aujourd'hui confrontées non seulement à la gestion de processus métier structurés, mais également à des processus de plus en plus non structurés. Dans un processus métier structuré commun, tout ce qui concerne le processus peut être prédéterminé au moment de la conception, tel que les activités, la séquence d'exécution des activités, etc. Cependant, dans une structure non structurée, les activités ne peuvent pas être définies précisément au préalable, ainsi que la séquence à exécuter. Pour rester compétitives, répondre aux demandes du marché en constante évolution et améliorer l'efficacité opérationnelle de leurs processus d'affaires, les organisations ont besoin d'une approche de processus novatrice qui peut les aider à gérer les changements, la dynamique et l'imprévisibilité. Dans ce contexte, le concept de Case Management est proposé. Différent du Business Process Management (BPM) qui standardise et automatise les processus métier structurés, CM surmonte les limites de l'approche BPM et fournit une infrastructure pour gérer les changements, la dynamique et l'imprévisibilité dans les processus métier non structurés. Le CM procède en grande partie en fonction de l'évolution des circonstances, et les décisions sont prises à la volée. BPM nécessite un haut niveau de prévisibilité; considérant que le CM a un niveau de prévisibilité moindre mais un niveau d'adaptabilité et de flexibilité plus élevé. Avec l'approche CM, les entreprises sont en mesure de gérer leurs processus métier non structurés de manière plus souple et plus flexible.Cependant, pour ce nouveau domaine, il manque des méthodes de soutien et des outils logiciels. Les principales préoccupations sont: (1) la modélisation de cas (la construction de modéles de cas); (2) la découverte de modèles (l'établissement de modèles de cas à partir de données brutes); (3) l'analyse de modèles (l'analyse de modèles à la fois statiques et dynamiques, par exemple, la dérivation de propriétés avant la mise en place du cas); (4) amélioration du modèle (réduction des coûts, optimisation de la performance opérationnelle, etc.); et (5) la promulgation du modèle (l'exécution d'un scénario avec des case workers dans la boucle). Après un examen approfondi de la littérature, nous avons constaté que seulement quelques efforts ont été faits dans (1) et (5), et aucune contribution notable n'a été faite dans d'autres aspects.Ceci présente notre approche CM qui fournit aux assistants un support complet dans tout le cycle de vie du CM: de l'établissement de modèles de cas à partir de données brutes jusqu'à l'optimisation des modèles de cas. Process Tree est notre choix pour formaliser le modèle découvert, et CMMN (Case Management Model and Notation, une spécification de modèlisation de cas est choisie comme formalisme pour la présentation et la construction de modèles de cas.) En outre, nous adoptons le langage HiLLS. L'analyse de modèle dynamique est permise par le formalisme DEVS, l'analyse de modèle statique est fournie par des méthodes formelles. Quand à la mise en oeuvre de modèle, elle est permise par la mise en ?uvre d'une spécification orientée objet du cas. Nous proposons principalement deux modules: un module concernant la découverte du modèle de cas à partir des historiques d'événements, et un autre module concernant l'amélioration et l'optimisation du modèle de cas. / In today's business world, customer requirements change more rapidly than ever before, and new competitors are increasing every second. Moreover, the ability of managing changes and unpredictability has become a crucial factor for enterprises to make more value and stay competitive [Oracle 2013]. This results in a fact that nowadays enterprises are challenged with not only managing structured business processes, but also more and more unstructured ones. In a common structured business process, everything regarding the process can be predetermined at design time, such as activities, the execution sequence of activities, and so on. However, in an unstructured one the activities cannot be defined precisely beforehand, as well as the sequence to execute. To stay competitive, meet the ever-changing market demands and improve their business process operational efficiency, organizations need a novel process approach that can help them manage changes, dynamics and unpredictability. Under this context, the concept of Case Management is proposed. Different from Business Process Management (BPM) which standardizes and automates structured business processes, CM overcomes the BPM approach limitations and provides an infrastructure for managing changes, dynamics and unpredictability in unstructured business processes. CM proceeds largely depending on evolving circumstances, and decisions are made on the fly. BPM requires a high level of predictability; whereas CM has a lower level of predictability but a higher level of adaptability and flexibility. With CM approach, enterprises are able to manage their unstructured business processes in a more adaptive and flexible manner.However, for this new area it lacks supporting methods and software tools. Major concerns are: (1) case modeling (the construction of case models); (2) model discovery (the establishment of case models from raw data); (3) model analysis (the analysis of models in both static and dynamic manners, e.g., the derivation of properties before the case is enacted); (4) model improvement (the reduction of cost, the optimization of operational performance, etc.); and (5) model enactment (the execution of a case scenario with case workers in the loop). After a thorough literature review we found that only a few efforts have been done in (1) and (5), and no noticeable contribution has been done in other aspects.This these presents our CM approach that provides case workers full supports in the whole lifecycle of CM: from establishing case models from raw data to optimizing case models. Process Tree is our choice to formalize the discovered model, and CMMN (Case Management Model and Notation, a case modeling specification is selected as the formalism for presenting and constructing case models. In addition, we adopt the HiLLS (High Level Language for Systems Specification) formalism to conciliate usability, simulation ability and formal analysis capabilities together. Dynamic model analysis is enabled by DEVS formalism, static model analysis is provided by formal methods, and model enactment is given by the implementation of an object-oriented specification of the case. We propose mainly two modules in this these: one module concerning the discovery of the case model from historical event logs, and another module concerning the improvement and the optimization of the case model.

Thesis (MTech(Engineering))--Cape Peninsula University of Technology, 2011 / Reliable analytical results represent the pinnacle assessment of the quality of an analytical laboratory. Variability associated with the analytical method, or process known as selenium analysis which is being used at Western Cape Provincial Veterinary Laboratory (WC PVL), presents a critical quality problem. This is due to the narrow margin of safety between toxic and deficient doses for animal health. In addition, control features of this selenium process, were found to be limited. Limited control features represent ‘process waste’. To overcome the adverse impact of variation and limited control, steps towards process improvement present the best solution.The primary research objective of the research study is: “To establish an alternative accurate and safer digestion procedure within the ‘selenium analysis process, in order to attain quality improvement of the process”.The scientific method was employed to accomplish the research objective. The research design and methodology selected was based on the scientific PDCA cycle, and is known as Lean Six Sigma. A research hypothesis was set as H0 : Variation in process, time and control procedures have a direct impact on the disparity in selenium testing results. Research was able to test the hypothesis using scientific methodology which was empirical, inductive and deductive, systematic, relied on data and was fact based.Implementation of an alternative, more reliable and safer selenium analysis process is believed to result in reduced risks associated to the digestion procedure, while optimising selenium yield and ultimately translating into improved quality in terms of accuracy and precision, thus confidence in results.

O mercado de varejo é reconhecidamente competitivo e dinâmico, exigindo excelência na operação para se obterem bons resultados. É necessário às empresas varejistas adaptar a gestão do negócio à realidade vivenciada, aperfeiçoando o desempenho de processos, com a finalidade de torná-los mais eficazes, eficientes e integrados. O campo acadêmico, por sua vez, vem apresentando número crescente de artigos publicados, relacionados à pesquisa empírica de gestão por processos, como melhoria contínua ou por ruptura, o que revela aumento no interesse pelo tema. Na literatura, há exemplos de melhoria de processos em diferentes setores econômicos como indústria, serviços, educação, saúde, finanças e governo. No entanto, poucos relatos do gênero existem aplicados a empresas de varejo, no Brasil, usando-se abordagem de processos. Nesse sentido, este trabalho procura contribuir para o desenvolvimento da teoria, podendo servir de base para futuras pesquisas em à melhoria de processos no varejo. A presente pesquisa estuda grandes empresas varejistas brasileiras que possuem área dedicada à melhoria de seus processos, e conseguiu identificar como aquelas organizações definem processos, efetuam seu mapeamento e selecionam aqueles destinados ao aprimoramento. Ademais, este estudo descreve como funciona o planejamento e a organização de atividades para que se efetue melhoria de processos; analisa como aquelas empresas atuam na implementação das melhorias, apontando dificuldades e fatores críticos de sucesso. Por fim, examina-se a maneira pela qual são empregados indicadores que permitam constatar a melhoria dos processos. A partir de estudo de casos, este trabalho propõe análise qualitativa de três das maiores empresas do varejo brasileiro, no que toca à implementação de melhoria de processos. Foram utilizados métodos de natureza qualitativa na coleta e na análise de dados, a partir de múltiplas fontes de evidência: entrevistas semi-estruturadas com gestores e consultores das áreas concernidas, análise de documentos da empresa além de observação direta e participante da evolução do trabalho ao longo do período estudado. Dentro de suas limitações, este trabalho revela que, se as grandes empresas de varejo estudadas possuem área dedicada à melhoria contínua de processos, a cultura de processos é, entretanto, recente, seus conceitos sendo aplicados conforme a maturidade da empresa em conhecimentos de qualidade. São processos administrativos e de suporte aqueles geralmente selecionados para melhoria, não estando necessariamente alinhados a objetivos estratégicos da empresa, nem ainda relacionados diretamente ao modelo de negócio da organização ou ao cliente final, uma vez que a escolha depende do interesse da área patrocinadora do projeto de melhoria de processos. A área de Processos é reconhecida como responsável por estruturar processos, atuando de forma coordenada e disciplinada, valorizando planejamento antes de execução, sem perder foco no resultado final desejado, promovendo parcerias entre as áreas e sentimento de participação conjunta na implementação do novo processo. As empresas não possuem metodologia comum para melhoria de processos, sendo que cada qual faz adapta metodologias segundo a cultura e a realidade da empresa, somando-se ainda boas práticas de mercado e experiência da equipe. Dentro dos projetos de melhoria, os processos possuem donos formalmente atribuídos, responsáveis por sua execução, podendo ou não ser divulgados para todos os níveis hierárquicos da empresa. Além disso, as empresas vivenciam, cada uma a sua maneira, dificuldades (humanas; tempo e recursos financeiros; técnica, de tecnologia e metodologia; política e gestão) e fatores críticos de sucesso (apoio da alta gestão; alinhamento estratégico; avaliação de desempenho e efeito de demonstração; presença de liderança; uso efetivo de tecnologia de informação; comunicação e transferência de conhecimento; rigor na implementação de melhorias; gestão da mudança em recursos humanos; seleção criteriosa de colaboradores; e concorrência de mercado). Por fim, o uso de indicadores, quando acontece, tem por objetivo criar histórico de dados que permita analisar e avaliar o potencial de melhoria contínua daquele processo, não estando, uma vez mais, formalmente alinhado à perspectiva estratégica da empresa nem o cliente final. Apesar de relativamente bem encaminhadas, as empresas ainda possuem um caminho a percorrer para atingir maturidade na gestão por processos e buscar melhorar aqueles que agregam valor direto ao cliente final. / Retail market is said to be highly competitive and dynamic, demanding excellence in the operation in order to obtain good results. Companies from that sector need to adapt the business management to the reality experienced by improving process performance in order to make them more effective, efficient and integrated. As far as the academic production goes, the growing number of published articles related to empirical research of processes management, either continuous or radical improvement, shows an increasing interest in the field research on this subject. The literature provides examples of process improvement in various economic sectors such as manufacturing, services, education, health, finance and government. However, there are few reports on process improvement in Brazilian retail companies using process approach. In this sense, this paper seeks to contribute to the theory evolution, and it could be a basis for future research related to process improvement and retail. The object of this study are large companies in the Brazilian retail sector that have an area dedicated to the improvement of their processes. This work reached the following objectives: to identify how these companies define processes, how they map their processes and which of these processes are selected to be improved; to describe how they plan and organize activities to make process improvement; to analyze how these companies operate to implement processes improvement, identifying difficulties and critical success factors; in addition, to examine how companies use indicators to put in evidence processes improvement. From case studies, this paper develops a qualitative analysis of the way three of the largest Brazilian retail companies tackle with process improvement. Qualitative methods to collect and analyze data from multiple sources of evidence were employed: semi-structured interviews with managers and consultants in the concerned areas, analysis of official documents as well as direct and participant observation in the work evolution during the studied period. Within its limitations, this study reveals that if large retail companies have an area dedicated to processes continuous improvement, the process culture is nonetheless recent and its concepts are applied as maturity of the company in quality.knowledge emerges. It is usually administrative and support processes that are selected for improvement, not necessarily aligned with corporate strategic goals, neither directly related to the business model of the organization or the end customer, since the choice depends on the sponsor area interest of that process improvement project. The Process area is recognized as the responsible for structuring processes, acting in a coordinated and disciplined way, highlighting planning before execution, without losing focus on the desired end result, promoting partnerships among other areas and a sense of joint participation in the implementation of new process. The studied companies have no common methodology for improving processes, each of them adapts existing methodologies to the local culture and reality, taking into consideration benchmarking and team experience. Among the improvement projects, processes have formally assigned owners responsible for their implementation, and they may (or not) be disseminated to all hierarchical levels of the company. In addition, companies experience in an idiosincratic way difficulties (human; time and financial resources; technique, technology and methodology; policy and management) and critical success factors (top management support; strategic alignment; performance evaluation and demonstration effect, the presence of leadership; effective use of information technology; communication and knowledge transfer; rigorous on implementation of improvements; change management in human resources; careful selection of employees; and market competition). The use of indicators, if any, aims at creating historical data to analyze and evaluate potential for continuous improvement of that process and they are not, once more, formally aligned neither with the strategic perspective of the company nor related to the final customer. Although relatively well under way, companies still have some time to reach maturity in process management and to improve processes that add value directly to the final customer.

A área de melhoria de processos de software (MPS) tem sido investigada sistematicamente, dadas as evidências de que a qualidade do processo pode influenciar significativamente na qualidade do produto final. Modelos e guias com boas práticas para a MPS têm sido sintetizados. Ainda assim, a literatura carece de trabalhos que estabeleçam estratégias de como implementar as boas práticas sugeridas por tais modelos e guias na indústria. Em paralelo, o desenvolvimento distribuído de software (DDS) tornou-se uma realidade, aumentando a complexidade e a importância do processo de desenvolvimento de software e demandando estratégias que permitam uma MPS também distribuída. O objetivo deste trabalho é investigar estratégias e mecanismos que possam promover uma MPS distribuída e colaborativa. A ColabSPI, uma estratégia colaborativa e distribuída para MPS, é proposta para apoiar a evolução estruturada do processo; o tratamento de propostas de melhorias de processo; e a comunicação e participação dos desenvolvedores na MPS. Durante a investigação, fatores que podem influenciar a MPS foram identificados e a relação entre eles foi mapeada, tanto a partir da literatura quanto a partir de um estudo em campo. Dois contextos foram explorados durante a investigação: (i) a MPS em uma organização de grande porte, com unidades distribuídas; e (ii) a MPS no desenvolvimento de software livre (SL). Contribuições para a MPS no desenvolvimento de SL foram geradas no contexto do projeto internacional Qualipso, com a co-autoria do Qualipso Open Source Maturity Model (OMM) e a adequação de ColabSPI para evoluir o OMM. Em ambiente industrial, estudos experimentais foram conduzidos para validar a aplicação de ColabSPI e revelaram que algumas práticas do desenvolvimento de software, inclusive do DDS e do desenvolvimento de SL, podem ser aplicadas com sucesso à MPS, trazendo ganhos de eficácia e eficiência para a melhoria de um processo de desenvolvimento de software. A estratégia proposta está sendo base também para a definição do ambiente de MPS do processo Demoiselle, um processo livre para desenvolvimento de software / Software Process Improvement (SPI) has become an active research field, given the evidences that the quality of software processes can significantly influence the final product quality. Therefore, SPI models and guides have been disclosed. Still, there is a lack of studies establishing strategies on how to implement SPI models\' best practices. Meanwhile, distributed software development (DSD) is becoming widespread, increasing the complexity and importance of software processes and demanding distributed SPI strategies. This study aims to investigate strategies and mechanisms to promote a distributed and collaborative SPI. ColabSPI, a collaborative and distributed approach to SPI is proposed to supporting process evolution, handling process improvement proposals, and promoting the developers participation in SPI and communication. Accordingly, during the investigation possible influences to SPI programs were explored and the relationship between them has been mapped, both from the literature and from a field study. SPI was investigated in two contexts: (i) a large organization, counting on distributed development units; and (ii) the FLOSS development environment. Contributions to SPI in the FLOSS development environment took place in the international project Qualipso resulting on a ColabSPI customization to evolve the Qualipso Open Source Maturity Model (OMM) and in the co-authoring of the model. In industrial environment, experimental studies were conducted to validate ColabSPI, revealing that some of the software development practices, including DSD and FLOSS practices, can be successfully applied to SPI and yield a more efficient and effective improvement of the software development process. ColabSPI features are also being considered to the definition of a SPI environment to the Demoiselle process, an open process for software development

Software for space applications has special requirements in terms of reliability and dependability. As the verification &amp; validation activities (VAs) of these software systems account for more than 50% of the development effort and the industry is faced with political and market pressure to deliver software faster and cheaper, new ways need to be established to reduce this verification &amp; validation effort. In a research project together with RUAG Aerospace Sweden AB and the Swedish Space Corporation, the Blekinge Tekniska Högskola is trying to find out how to optimize the VAs with respect to effectiveness and efficiency. The goal of this thesis is therefore to develop a coherent framework for the management and optimization of verification &amp; validation activities (VAMOS) and is evaluated at the RUAG Aerospace Sweden AB in Göteborg.