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
... management tools 19 Proactive identification and management of risk 19 Management commitment 19 Communication 19 Continuous process improvement 20 Integrated product team leaders 20 IPT environment 20 1.7 The integrated enterprise ...
... management tools 19 Proactive identification and management of risk 19 Management commitment 19 Communication 19 Continuous process improvement 20 Integrated product team leaders 20 IPT environment 20 1.7 The integrated enterprise ...
vii. lappuse
... MANAGEMENT 4 Roles and responsibilities 51 4.1 The customer 51 4.2 The partner 57 4.3 The sponsor 59 4.4 The program director 59 4.5 The functional ... management is leadership 84 8 Risk assessment 119 8.1 Performing a risk assessment 119.
... MANAGEMENT 4 Roles and responsibilities 51 4.1 The customer 51 4.2 The partner 57 4.3 The sponsor 59 4.4 The program director 59 4.5 The functional ... management is leadership 84 8 Risk assessment 119 8.1 Performing a risk assessment 119.
viii. lappuse
... risk assessment 105 7.3 Program planning - The integrated master plan 105 7.3.1 Theworkplans 108 7.3.2 Planning activities 109 Tailor the workplan templates 109 Determine task relationships and workflow diagrams 1 1 3 Estimate tasks 113 ...
... risk assessment 105 7.3 Program planning - The integrated master plan 105 7.3.1 Theworkplans 108 7.3.2 Planning activities 109 Tailor the workplan templates 109 Determine task relationships and workflow diagrams 1 1 3 Estimate tasks 113 ...
ix. lappuse
... Risk assessment 119 8.1 Performing a risk assessment 119 8. 1 . 1 When should a risk assessment be done? 120 8.1.2 The risk assessment process 120 8.1.3 The risk assessment questionnaire 122 8.2 Strategies for managing risks 122 8.2.1 ...
... Risk assessment 119 8.1 Performing a risk assessment 119 8. 1 . 1 When should a risk assessment be done? 120 8.1.2 The risk assessment process 120 8.1.3 The risk assessment questionnaire 122 8.2 Strategies for managing risks 122 8.2.1 ...
xvi. lappuse
... risk factors 1 1 1 Figure 7-8: Developing a scheduled cost to complete 1 1 3 Figure 7-9: How the program management phase fits in with the process framework 1 18 Figure 8- 1 : Sample of recommended risk assessment points 121 Figure 8-2: The ...
... risk factors 1 1 1 Figure 7-8: Developing a scheduled cost to complete 1 1 3 Figure 7-9: How the program management phase fits in with the process framework 1 18 Figure 8- 1 : Sample of recommended risk assessment points 121 Figure 8-2: The ...
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