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 78.
vi. lappuse
... Phases 27 Subphases and level I process 28 Task groups and tasks 28 Worksteps 28 2.3 Customer deliverables 30 2.4 Milestones and maturity gates 33 2.5 Process maturity 37 3 Organization of engineering tasks 42 3.1 Single-number tracking ...
... Phases 27 Subphases and level I process 28 Task groups and tasks 28 Worksteps 28 2.3 Customer deliverables 30 2.4 Milestones and maturity gates 33 2.5 Process maturity 37 3 Organization of engineering tasks 42 3.1 Single-number tracking ...
xv. lappuse
... phase roles and responsibilities 52 Table 4-2: Program start-up roles and responsibilities 53 Table 4-3: Program implementation phase roles and responsibilities 54 Figure 4-1 : Sample program organization 60 Figure 4-2: Engineering ...
... phase roles and responsibilities 52 Table 4-2: Program start-up roles and responsibilities 53 Table 4-3: Program implementation phase roles and responsibilities 54 Figure 4-1 : Sample program organization 60 Figure 4-2: Engineering ...
xvi. lappuse
... phase fits in with the process framework 1 18 Figure 8- 1 : Sample of recommended risk assessment points 121 Figure 8-2: The risk assessment process 121 Figure 9-1: Design-to-cost model 127 Figure 9-2: Relationship of WBS and ...
... phase fits in with the process framework 1 18 Figure 8- 1 : Sample of recommended risk assessment points 121 Figure 8-2: The risk assessment process 121 Figure 9-1: Design-to-cost model 127 Figure 9-2: Relationship of WBS and ...
xvii. lappuse
... phases to the program plan 202 Figure 12-6: Internal resource needs 203 Figure 12-7: Deployment team skill requirements 203 Figure 13-1 : Management view versus individual view 209 Figure 1 3-2: Change management guideposts 2 1 2 Figure ...
... phases to the program plan 202 Figure 12-6: Internal resource needs 203 Figure 12-7: Deployment team skill requirements 203 Figure 13-1 : Management view versus individual view 209 Figure 1 3-2: Change management guideposts 2 1 2 Figure ...
xviii. lappuse
... phase objectives and deliverables example 258 Table 2-2: IPD phase descriptions and deliverables example 260 Table 2-3: Customer deliverables/definition example - Major phases 266 Table 2-4: Customer deliverables/definition example ...
... phase objectives and deliverables example 258 Table 2-2: IPD phase descriptions and deliverables example 260 Table 2-3: Customer deliverables/definition example - Major phases 266 Table 2-4: Customer deliverables/definition example ...
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