Engineering and Product Development Management: The Holistic ApproachCambridge University Press, 2001. gada 24. sept. Engineering and Product Development Management is a practical guide to the components of engineering management, using a holistic approach. It will help engineers and managers understand what they have to do to improve the product development process by deploying new technology and new methods of working in concurrent teams. The book takes elements from six well known and understood bodies of knowledge and integrates them into a holistic approach: integrated product development, project management, process management, systems engineering, product data management, and organizational change management. These elements are framed within an overall enterprise-wide architecture. The techniques discussed in this book work for both huge multinational organizations and smaller enterprises. The emphasis throughout is on practical tools which will be invaluable for engineers, managers, and consultants responsible for project and product development. |
No grāmatas satura
1.–5. rezultāts no 65.
vii. lappuse
... IPT leader 68 4.10 The team member 71 4.11 Support functions 73 Administrative - Business management 73 Reporting 73 Scheduling and coordination of IPT activities 74 Critical success factors 74 4.12 Skill types 74 4.13 Training ...
... IPT leader 68 4.10 The team member 71 4.11 Support functions 73 Administrative - Business management 73 Reporting 73 Scheduling and coordination of IPT activities 74 Critical success factors 74 4.12 Skill types 74 4.13 Training ...
ix. lappuse
... IPT training 1 3 1 Training resources 132 9.1.5 Setting up the program environment 133 9.1.6 Staffing integrated product teams 133 Membership 133 Integrated product team 134 Integration team 134 9.1.7 Team goals and agreements 135 ...
... IPT training 1 3 1 Training resources 132 9.1.5 Setting up the program environment 133 9.1.6 Staffing integrated product teams 133 Membership 133 Integrated product team 134 Integration team 134 9.1.7 Team goals and agreements 135 ...
xii. lappuse
... IPT effectiveness 224 13.2.2 Differences in orientation 224 13.2.3 Inequalities among members 224 13.2.4 Too much spirit 225 13.2.5 The team myth 225 13.2.6 Hidden agendas and politics 226 13.2.7 Weak or inappropriate team goals 227 ...
... IPT effectiveness 224 13.2.2 Differences in orientation 224 13.2.3 Inequalities among members 224 13.2.4 Too much spirit 225 13.2.5 The team myth 225 13.2.6 Hidden agendas and politics 226 13.2.7 Weak or inappropriate team goals 227 ...
xv. lappuse
... member responsibilities 73 Figure 4-8: Concurrency matrix 75 Figure 5- 1 : The five major processes of project/program ... IPT 96 Figure 7- 1 : Approach to planning 99 Figure 7-2: The major program-structuring activities 102 Figure 7-3 ...
... member responsibilities 73 Figure 4-8: Concurrency matrix 75 Figure 5- 1 : The five major processes of project/program ... IPT 96 Figure 7- 1 : Approach to planning 99 Figure 7-2: The major program-structuring activities 102 Figure 7-3 ...
xxxi. lappuse
... MEMBER'S GUIDE TO PERFORMING A TASK IFF Member Responsibilities Work Products Performing Tasks 7 - PROGRAM ... IPT Setup Decision Making Roles & Responsibilities Communications Team Skills* Training. 13- OVERCOMING RESISTANCE TO ...
... MEMBER'S GUIDE TO PERFORMING A TASK IFF Member Responsibilities Work Products Performing Tasks 7 - PROGRAM ... IPT Setup Decision Making Roles & Responsibilities Communications Team Skills* Training. 13- OVERCOMING RESISTANCE TO ...
Saturs
An overview of engineering process management | 24 |
Organization of engineering tasks | 42 |
APPLYING ENGINEERING PROCESSES TO PROGRAM | 49 |
Approach to program and project management | 76 |
An integrated team members guide to performing a task | 87 |
Program structuring and planning | 98 |
Program initiation and execution | 126 |
Cost | 136 |
DEPLOYING ENGINEERING PROCESS MANAGEMENT | 191 |
Overcoming resistance to change | 208 |
Implementing IPD Lessons learned case study | 238 |
A IPD maturity selfevaluation tools | 251 |
B Chapter 2 tables | 258 |
Chapter 3 table | 274 |
F Understanding the ERP and the PDM connection | 303 |
Program reviews | 145 |
Citi izdevumi - Skatīt visu
Engineering and Product Development Management: The Holistic Approach Stephen Armstrong Ierobežota priekšskatīšana - 2001 |
Engineering and Product Development Management: The Holistic Approach Stephen Armstrong Priekšskatījums nav pieejams - 2005 |
Bieži izmantoti vārdi un frāzes
activities approval bodies of knowledge Bombardier Aerospace breakdown structure British Aerospace budget business process change management complete concept coordination cost create critical success factors cross-functional teams customer deliverables customer's customer/partner cycle decisions defined detailed document engineering change engineering management engineering process ensure environment established estimating evaluators executives functional directors functional manager goals identify implementation improvement initiative integrated product development integrated product teams integration team interfaces involvement IPD task planning IPT leader IPT members manufacturing maturity gates McDonnel Aircraft meet milestones needs organization organizational package partners PDM system performance phase procedures process framework process management product data product data management product definition program director program management program plan program structuring program team project management reporting requirements responsibilities risk assessment risk management roles skills specific Stephen Armstrong strategies subphase objectives team members technical understand users workflow workplan templates workstep