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 86.
ix. lappuse
... Cost 136 Team agreements 136 9.1.8 Team operations 137 Colocation 137 Communication 138 Tools for team operations 138 9.2 Program execution 140 9.2.1 Monitoring program work 140 9.2.2 Performance measurement 141 9.2.3 Progress reporting ...
... Cost 136 Team agreements 136 9.1.8 Team operations 137 Colocation 137 Communication 138 Tools for team operations 138 9.2 Program execution 140 9.2.1 Monitoring program work 140 9.2.2 Performance measurement 141 9.2.3 Progress reporting ...
xiv. lappuse
... Cost impact 15 -6: Cost impact of change 1 6 1 : Comparison of IPT and other teams 1 7 -7: Integrated enterprise framework 21 -8: Top-level business processes - example 22 -9: Top-level process framework - example (Courtesy Ontario ...
... Cost impact 15 -6: Cost impact of change 1 6 1 : Comparison of IPT and other teams 1 7 -7: Integrated enterprise framework 21 -8: Top-level business processes - example 22 -9: Top-level process framework - example (Courtesy Ontario ...
xvi. lappuse
... cost model 127 Figure 9-2: Relationship of WBS and organizational structure 130 Figure 9-3: Achieving target costs 136 Figure 9-4: Colocation of cross-functional teams 1 38 Figure 9-5: Quality design tools 139 Figure 9-6: Quality ...
... cost model 127 Figure 9-2: Relationship of WBS and organizational structure 130 Figure 9-3: Achieving target costs 136 Figure 9-4: Colocation of cross-functional teams 1 38 Figure 9-5: Quality design tools 139 Figure 9-6: Quality ...
xxi. lappuse
... cost, and schedule. I was introduced to a holistic view of engineering management through Stephen Armstrong. This approach was first implemented at Bombardier de Havil- land on the Lear 45 Wing Program with great success. Later ...
... cost, and schedule. I was introduced to a holistic view of engineering management through Stephen Armstrong. This approach was first implemented at Bombardier de Havil- land on the Lear 45 Wing Program with great success. Later ...
5. lappuse
... cost and performance objectives." IPD replaces the serial or "over-the-wall" approach in which a designer completes a design and throws it over the wall to someone in an analytical discipline who, in turn, throws it back saying ...
... cost and performance objectives." IPD replaces the serial or "over-the-wall" approach in which a designer completes a design and throws it over the wall to someone in an analytical discipline who, in turn, throws it back saying ...
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