Book contents
- Frontmatter
- Contents
- List of figures and tables
- Forewords
- Preface
- Acknowledgments
- Layout of book at a glance
- PART 1 UNDERSTANDING ENGINEERING PROCESS MANAGEMENT
- PART 2 APPLYING ENGINEERING PROCESSES TO PROGRAM MANAGEMENT
- PART 3 DEPLOYING ENGINEERING PROCESS MANAGEMENT
- PART 4 APPENDIXES
- Glossary
- References
- Index
Forewords
Published online by Cambridge University Press: 05 April 2014
- Frontmatter
- Contents
- List of figures and tables
- Forewords
- Preface
- Acknowledgments
- Layout of book at a glance
- PART 1 UNDERSTANDING ENGINEERING PROCESS MANAGEMENT
- PART 2 APPLYING ENGINEERING PROCESSES TO PROGRAM MANAGEMENT
- PART 3 DEPLOYING ENGINEERING PROCESS MANAGEMENT
- PART 4 APPENDIXES
- Glossary
- References
- Index
Summary
The vision of engineering management presented by Stephen Armstrong is one that is both broad in its context and deep in its coverage. He offers the engineering project manager an extensive set of management tools that, when used in total, will assure project success while improving overall project engineering effectiveness. Managers that employ this methodology will soon find this to be their indispensable desktop reference manual as they progress through the phases of product development.
The demands on the modern engineering manager are greater than they have ever been and the challenges to program success continue to grow exponentially. The rapid growth of technology has resulted in most of the products being developed by current and future companies – large and small – being inordinately complex systems of integrated technologies. This complexity is exacerbated by the complicated interdependencies among the technologies of the various product components. The availability of highly capable e-design, e-analysis, and e-prototyping tools and the growth in new methods that better integrate design and manufacturing are both wonderful benefits and potential burdens to the engineering teams using them. The move to virtual prototyping changes the planning and staffing profiles from that of the traditional project engineering organization. Added to these changes are the increasing demands for shorter and shorter engineering span times accompanied by the further expectation that engineering costs must be reduced by factors of 30 to 50 percent for businesses to remain competitive, and in some cases these reductions are expected to be recurring.
- Type
- Chapter
- Information
- Engineering and Product Development ManagementThe Holistic Approach, pp. xix - xxiiPublisher: Cambridge University PressPrint publication year: 2001