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 64.
vi. lappuse
... partner 1 8 Encourage robust design and improved process capability 18 Event-driven scheduling 1 8 Multidisciplinary teamwork 19 Empowerment 1 9 Seamless management tools 19 Proactive identification and management of risk 19 Management ...
... partner 1 8 Encourage robust design and improved process capability 18 Event-driven scheduling 1 8 Multidisciplinary teamwork 19 Empowerment 1 9 Seamless management tools 19 Proactive identification and management of risk 19 Management ...
vii. lappuse
... partner 57 4.3 The sponsor 59 4.4 The program director 59 4.5 The functional director 62 4.6 The project manager/engineer 64 4.7 The functional manager 66 4.8 The program coordinator 67 4.9 The IPT leader 68 4.10 The team member 71 4.11 ...
... partner 57 4.3 The sponsor 59 4.4 The program director 59 4.5 The functional director 62 4.6 The project manager/engineer 64 4.7 The functional manager 66 4.8 The program coordinator 67 4.9 The IPT leader 68 4.10 The team member 71 4.11 ...
xxi. lappuse
... partners who are faced with a continuous training program to use these tools. The risks are increasing dramatically, and the complexity of managing all of this has become formidable indeed. In this book, Stephen Armstrong presents a ...
... partners who are faced with a continuous training program to use these tools. The risks are increasing dramatically, and the complexity of managing all of this has become formidable indeed. In this book, Stephen Armstrong presents a ...
xxv. lappuse
... partners working on a single design. Being 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 ...
... partners working on a single design. Being 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 ...
xxviii. lappuse
... Partner, for having faith in my work by introducing me to two major aerospace clients and supporting my work. In addition, Dave provided valuable input into this book as a reviewer. My work with Dave originated on the McDonnel Aircraft ...
... Partner, for having faith in my work by introducing me to two major aerospace clients and supporting my work. In addition, Dave provided valuable input into this book as a reviewer. My work with Dave originated on the McDonnel Aircraft ...
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