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 45.
ix. lappuse
... goals and agreements 135 Technical 1 35 Schedule 135 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 ...
... goals and agreements 135 Technical 1 35 Schedule 135 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 ...
xii. lappuse
... goals 227 13.2.8 Autonomous team 227 13.2.9 Full-time, full-duration team 228 13.2.10 Colocated team in a program management organization 229 1 3.2. 1 1 Small teams are more effective 229 13.2.12 Team rewards 230 13.2.13 Team of doers ...
... goals 227 13.2.8 Autonomous team 227 13.2.9 Full-time, full-duration team 228 13.2.10 Colocated team in a program management organization 229 1 3.2. 1 1 Small teams are more effective 229 13.2.12 Team rewards 230 13.2.13 Team of doers ...
xiv. lappuse
... goals to individual objectives 29 Figure 2-6: Business process vs. company business objectives matrix 29 Figure 2-7: Process information map to user 30 Figure 2-8: Define/Build interface 31 Figure 2-9: Deliverables architecture 32 ...
... goals to individual objectives 29 Figure 2-6: Business process vs. company business objectives matrix 29 Figure 2-7: Process information map to user 30 Figure 2-8: Define/Build interface 31 Figure 2-9: Deliverables architecture 32 ...
xxiv. lappuse
... goal of delivering new programs cheaper, faster, and with higher quality than ever before be realizable. In this book, the author takes elements from six well-known and understood bodies of knowledge and integrates them into a holistic ...
... goal of delivering new programs cheaper, faster, and with higher quality than ever before be realizable. In this book, the author takes elements from six well-known and understood bodies of knowledge and integrates them into a holistic ...
xxxi. lappuse
... Goals Training Team Management Environment Work Management Re-planning 10 - PROGRAM REVIEWS 0 & A Factors Tailoring Measuring Quality Q& A in IPD Review Process Review Board LI - ENGINEERING CHANGE AND PDM Engineering Change Concepts ...
... Goals Training Team Management Environment Work Management Re-planning 10 - PROGRAM REVIEWS 0 & A Factors Tailoring Measuring Quality Q& A in IPD Review Process Review Board LI - ENGINEERING CHANGE AND PDM Engineering Change Concepts ...
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