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 61.
ix. lappuse
... involvement 144 Specialty organizations support 144 1 1 .5.5 Benefits and justification of PDM systems 1 Contents ix. 8 Risk assessment 119 8.1 Performing a risk assessment 119 8. 1 . 1 When should a risk assessment be done? 120 8.1.2 ...
... involvement 144 Specialty organizations support 144 1 1 .5.5 Benefits and justification of PDM systems 1 Contents ix. 8 Risk assessment 119 8.1 Performing a risk assessment 119 8. 1 . 1 When should a risk assessment be done? 120 8.1.2 ...
x. lappuse
... involvement of the program review executives 158 10.5.4 Outlining program review requirements 158 10.6 Elements of the program review process 159 1 0.6. 1 Structured process and deliverable walkthroughs 159 10.6.2 Quality evaluations ...
... involvement of the program review executives 158 10.5.4 Outlining program review requirements 158 10.6 Elements of the program review process 159 1 0.6. 1 Structured process and deliverable walkthroughs 159 10.6.2 Quality evaluations ...
xii. lappuse
... involved 231 13.3.3 Facilitate teamwork 234 13.4 Team behavior 234 13.5 Conclusions 237 14 Implementing IPD - Lessons learned case study 238 14.1 Leadership and commitment 238 14.2 IPT setup 241 14.3 Decision making 242 14.4 Roles and ...
... involved 231 13.3.3 Facilitate teamwork 234 13.4 Team behavior 234 13.5 Conclusions 237 14 Implementing IPD - Lessons learned case study 238 14.1 Leadership and commitment 238 14.2 IPT setup 241 14.3 Decision making 242 14.4 Roles and ...
xxiv. lappuse
... involved in process management and integrated product development pretty much from its inception. In 1988-9 as a consultant for Ernst & Whinney, he facilitated the team that designed and implemented the integrated product development ...
... involved in process management and integrated product development pretty much from its inception. In 1988-9 as a consultant for Ernst & Whinney, he facilitated the team that designed and implemented the integrated product development ...
xxv. lappuse
... involved with integrated product development from its inception provides a unique perspective. The U.S. defense industry moved quickly to implement IPD, with mixed results. Typically they were trying to drive IPD separate from the other ...
... involved with integrated product development from its inception provides a unique perspective. The U.S. defense industry moved quickly to implement IPD, with mixed results. Typically they were trying to drive IPD separate from the other ...
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