Engineering and Product Development Management: The Holistic Approach

Pirmais vāks
Cambridge University Press, 2001. gada 24. sept. - 325 lappuses
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This book 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.

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Atlasītās lappuses

Saturs

An overview of engineering process management
24
Organization of engineering tasks
42
APPLYING ENGINEERING PROCESSES TO PROGRAM
49
12
74
An integrated team members guide to performing a task
87
Program structuring and planning
98
Risk assessment
119
Program initiation and execution
126
Organizing for deployment
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
301
84
322

Program reviews
145
Engineering change management and product data management
167
Autortiesības

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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 addition analysis applicable approach approval areas assessment assigned authority budget commitment communication complete concept configuration Continued cost Create critical decisions defined definition deliverables Description detailed determine director document drawings effective effort engineering engineering change ensure environment established estimating evaluators example executives Figure framework functional goals identify illustrated implementation important improvement individual initiative integrated involved issues knowledge leader maintain major manufacturing master measures meet milestones necessary needs objectives operations organization package PDM system performance phase points political practice Preliminary problems procedures product development program management program plan program review reference reporting request requirements resistance responsibilities risk roles schedule scope selected skills specific standard status strategies structure subphase success Table task team members technical testing understand users workplan

Atsauces uz šo grāmatu

Par autoru (2001)

Stephen Armstrong is a partner of AMGI-Bywater, an international strategic management consultancy. He has a proven track record as a performance improvement expert in technologically complex environments - from individual executive leadership performance to broad enterprise wide improvement. He provides services directly to CEOs, executive teams and steering groups leading various types of performance improvement transformation initiatives. Stephen began his career first as an apprentice, then as a graduate engineer in the aerospace industry, specializing in manufacturing engineering research and development in advanced composite materials. He entered the management consulting profession in 1988 joining KPMG (formerly Stevenson Kellogg Ernst and Whinney) and has developed innovative approaches and proprietary methodologies in the areas of strategic change and future state visioning, business design/transformation, new product development (NPD), Lean process management, ERP implementation, organizational development, and enterprise integration. While at KPMG he earned the Certified Management Consultant (CMC) - the international premier qualification in the profession. In 1993, Stephen undertook his first entrepreneurial venture by developing an integrated product development process that was adopted by numerous aerospace and defense companies. He has adapted performance improvement methodologies to a broad range of industry sectors to achieve dramatic improvements by coaching his clients' self-directed innovation teams within integrated enterprise systems architecture. Stephen has also assisted many CEOs and executive teams to develop stakeholder-driven strategic plans and to resolve key issues of governance at senior management levels. His coaching delivery is based on practitioner-based expertise in change management, operations management, engineering and product development management, technology management and project management. Stephen teaches a Masters cours

Bibliogrāfiskā informācija

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NosaukumsEngineering and Product Development Management: The Holistic Approach
AutorsStephen Armstrong
Izdevums:ilustrēts
IzdevējsCambridge University Press, 2001
ISBN0521790697, 9780521790697
Apjoms325 lappuses
  
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