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 60.
vii. lappuse
... Skill types 74 4.13 Training guidelines 75 5 Approach to program and project management 76 5.1 What is program/project management? 76 5.2 Why are program offices necessary? 79 5.3 Critical success factors - Secrets of success 80 5.3.1 A ...
... Skill types 74 4.13 Training guidelines 75 5 Approach to program and project management 76 5.1 What is program/project management? 76 5.2 Why are program offices necessary? 79 5.3 Critical success factors - Secrets of success 80 5.3.1 A ...
xii. lappuse
... skills 230 13.3.1 Clarify and build commitment to the team purpose 230 13.3.2 Charismatic, interpersonally competent, involved 231 13.3.3 Facilitate teamwork 234 13.4 Team behavior 234 13.5 Conclusions 237 14 Implementing IPD - Lessons ...
... skills 230 13.3.1 Clarify and build commitment to the team purpose 230 13.3.2 Charismatic, interpersonally competent, involved 231 13.3.3 Facilitate teamwork 234 13.4 Team behavior 234 13.5 Conclusions 237 14 Implementing IPD - Lessons ...
xvii. lappuse
... skill requirements 203 Figure 13-1 : Management view versus individual view 209 Figure 1 3-2: Change management guideposts 2 1 2 Figure 13-3: Political management ignorance 213 Figure 13-4: Sociologist versus consultant view 214 Figure ...
... skill requirements 203 Figure 13-1 : Management view versus individual view 209 Figure 1 3-2: Change management guideposts 2 1 2 Figure 13-3: Political management ignorance 213 Figure 13-4: Sociologist versus consultant view 214 Figure ...
xxxi. lappuse
... Skills* Training. 13- OVERCOMING RESISTANCE TO CHANGE • Political • Overcoming Management Resistance to • Adapting Change Teams Approach • Obstacles to • Leadership Effectiveness • Behaviors 3" rs rS 3- H 1 "is" <? — a. UNDERSTANDING ...
... Skills* Training. 13- OVERCOMING RESISTANCE TO CHANGE • Political • Overcoming Management Resistance to • Adapting Change Teams Approach • Obstacles to • Leadership Effectiveness • Behaviors 3" rs rS 3- H 1 "is" <? — a. UNDERSTANDING ...
6. lappuse
... skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Meeting stakeholder needs and expectations invariably involves balancing competing demands among: O Scope ...
... skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. Meeting stakeholder needs and expectations invariably involves balancing competing demands among: O Scope ...
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