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 57.
v. lappuse
... Improving project management 1 1 Project structuring and planning 1 1 Project estimating 12 Project execution 12 Project control 12 1.4.3 Capitalizing on experience 12 1.4.4 Establishing consistency 12 1.4.5 Providing a training ...
... Improving project management 1 1 Project structuring and planning 1 1 Project estimating 12 Project execution 12 Project control 12 1.4.3 Capitalizing on experience 12 1.4.4 Establishing consistency 12 1.4.5 Providing a training ...
vi. lappuse
... improved process capability 18 Event-driven scheduling 1 8 Multidisciplinary teamwork 19 Empowerment 1 9 Seamless ... improvement 20 Integrated product team leaders 20 IPT environment 20 1.7 The integrated enterprise framework 20 2 An ...
... improved process capability 18 Event-driven scheduling 1 8 Multidisciplinary teamwork 19 Empowerment 1 9 Seamless ... improvement 20 Integrated product team leaders 20 IPT environment 20 1.7 The integrated enterprise framework 20 2 An ...
xi. lappuse
... Improved design productivity 187 Better management of engineering change 1 88 A major step toward quality management 1 88 People, process, technology balance 1 88 Realistic implementation cost 188 PART 3 DEPLOYING ENGINEERING PROCESS ...
... Improved design productivity 187 Better management of engineering change 1 88 A major step toward quality management 1 88 People, process, technology balance 1 88 Realistic implementation cost 188 PART 3 DEPLOYING ENGINEERING PROCESS ...
xvi. lappuse
... improvement 150 Figure 10-7: Sample program review points in the process framework 1 54 Figure 10-8: Recommended evaluators for the life cycle 156 Figure 10-9: Quality evaluators key questions 157 Figure 10-10: Three levels of quality ...
... improvement 150 Figure 10-7: Sample program review points in the process framework 1 54 Figure 10-8: Recommended evaluators for the life cycle 156 Figure 10-9: Quality evaluators key questions 157 Figure 10-10: Three levels of quality ...
xvii. lappuse
... support and resistance for an improvement initiative 236 Figure 13-31: Removing the blocker 236 Figure 14-1: High-level business process model 239 Table A- 1 : IPD maturity self-evaluation survey 253 Table List of Figures and Tables xvii.
... support and resistance for an improvement initiative 236 Figure 13-31: Removing the blocker 236 Figure 14-1: High-level business process model 239 Table A- 1 : IPD maturity self-evaluation survey 253 Table List of Figures and Tables xvii.
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