000 08988aam a22006371i 4500
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005 20210727153932.0
006 m || d |
007 cr |||||||||||
008 090107s2009 flua ob 001 0 eng d
015 _aGBB7B1092
_2bnb
020 _a9781420072068
_q(electronic bk.)
020 _a1420072064
_q(electronic bk.)
020 _a9781420072051
_q(hardcover ;
_qalk. paper)
020 _a1420072056
_q(hardcover ;
_qalk. paper)
020 _a1281863319
020 _a9781281863317
037 _aTANDF_183452
_bIngram Content Group
040 _aN$T
_beng
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_dYDXCP
_dOCLCQ
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042 _aukblsr
050 4 _aHD69.P75
_bP673 2009eb
072 7 _aBUS
_x053000
_2bisacsh
072 7 _aBUS
_x065000
_2bisacsh
072 7 _aKJMP
_2bicssc
082 0 4 _a658.4/013
_222
100 1 _aPries, Kim H.,
_d1955-,
_eauthor
_9733
245 1 0 _aProject management of complex and embedded systems :
_bensuring product integrity and program quality /
_cKim H. Pries, Jon M. Quigley.
264 1 _aBoca Raton :
_bCRC Press,
_c[2009]
264 4 _c©2009
300 _axxviii, 355 pages :
_billustrations ;
_c26 cm.
336 _atext
_2rdacontent
337 _aunmediated
_2rdamedia
338 _avolume
_2rdacarrier
504 _aIncludes bibliographical references (pages 345-347) and index.
505 0 _a<b>Projects and Project Managers</b> <br><b>Delivery </b> <br>Overview of Program/Project Management <br>Need for this Book <br>Comparison of Approaches <br><i>Automotive Industry Action Group</i> <br><i>Department of Defense</i> <br><i>Institute of Electrical and Electronics Engineers</i> <br><i>Electronics Industry Association</i> <br>Process Management Areas <br>Staged-Gate Methods in General <br><i>What is a Gate?</i> <br><i>Reasons for Gate Reviews</i> <br><i>Objectives</i> <br><i>Gate Targets</i> <br><i>Importance of Gate Targets Selection</i> <br><i>Measurement of Targets (Statistics)</i> <br><i>Example of a Phased Project</i> <br>Project Management <br><i>People</i> <br><i>Limited Resource</i> <br>Project Manager's role <br><i>Organization and Integration</i> <br><i>Customer Focus</i> <br><i>Brainstorming</i> <br><i>Technical Solutions</i> <br><i>Quality</i> <br><i>Facilitate Team Creation</i> <br><i>Conflict Resolution</i> <br>Product Development Team Meetings <br>Program Management <br>Embedded Development <br><b>Product Integrity and Reliability</b> <br>Product Integrity <br>System-Level Testing <br>Reliability <br><b>Cost</b> <br><b>Structure of Sections</b> <br><b>Technical Tools</b> <br><b>Delivery </b> <br>Axioms of Program Management <br>Supplier Selection <br><i>Supplier Evaluation</i> <br><i>Capability Maturity Model Integrated</i> <br><i>Software Process Improvement and Capability dEtermination</i> <br>Work Breakdown Structure <br>Resource Breakdown Structure <br>Project Estimating and Scheduling <br><i>Top Down Estimating</i> <br><i>Bottom Up Estimating</i> <br><i>Phased Estimating</i> <br><i>Project Evaluation and Review Technique</i> <br><i>CPM</i> <br><i>Network Diagram in General</i> <br><i>Constructive Cost Model II</i> <br><b>Product Integrity and Reliability</b> <br>Risk Management <br><i>Risk Taxonomy</i> <br><i>Risk Methodology</i> <br><i>Risk Quantification</i> <br>Assessment of Product Risk <br><i>Simulation and Modeling</i> <br><i>Verification</i> <br><i>Validation</i> <br><i>Stress Testing</i> <br><i>Reliability Testing</i> <br><b>Cost</b> <br>Project Acceptance Criteria <br>Payback Period <br>Return on Investment (ROI) <br>IRR <br>Market Share <br><b>Project Cost Management</b> <br>Earned Value Management <br><i>Budget Controls</i> <br><i>Cost Performance Index</i> <br><i>Schedule Performance Index</i> <br><i>Cost Variance</i> <br><i>Schedule Variance</i> <br><i>Estimate at Completion</i> <br><i>Estimate to Completion</i> <br><i>Variance at Completion</i> <br>Quality, Function, Deployment, and Cost Status <br><b>War Story</b> <br>Human Resource <br>Systems Thinking <br>Project Manager Words <br><b>Concept</b> <br><b>Concept Overview</b> <br>Inception <br>Planning <br>Implementation <br>Regulation <br>Termination <br><i>Gate Targets - Past View</i> <br><i>Gate Targets - Future View</i> <br><b>Delivery</b> <br>Work Descriptions <br><i>Project Charter</i> <br><i>Statement of Work and Statement of Objectives</i> <br><i>SOW Detail</i> <br><i>Charters versus SOWs</i> <br><b>Product Integrity and Reliability</b> <br>Voice of the Customer <br><i>Quality Function Deployment</i> <br><i>Requirements and Constraints matrix</i> <br>Engineering Issues <br><i>Bills of Material (Engineering)</i> <br><i>Change Management (Engineering)</i> <br><i>Change Management (Project Management)</i> <br><i>Material Specification</i> <br><i>Engineering Specification</i> <br><i>Customer Specification</i> <br><i>Specification Reviews</i> <br><i>Special Product Characteristics</i> <br><i>Hardware Revision Levels</i> <br>Production Issues <br><i>Bills of Material (Manufacturing)</i> <br><i>Process Flow Diagram</i> <br><i>Special Process Characteristics</i> <br><i>Line Sequencing</i> <br>Quality Issues <br><i>Quality Requirements</i> <br><i>Reliability Requirements</i> <br><i>Product Assurance Plan</i> <br><i>Software Quality Assurance Plan</i> <br><b>Cost </b> <br>Request for Proposal <br>Contract Types (fixed, etc) <br>Pugh matrix - Concept selection <br>Crashing Program Definition <br>Program Definition Risk <br><i>Funding Risk</i> <br><i>Reducing the Risk</i> <br><i>Technical Risk Assessment</i> <br><i>Reducing the Risk</i> <br><i>Schedule Risk</i> <br><i>Reducing the Risk</i> <br>Management Support <br><b>War Story</b> <br><i>Cutting Edge Components</i> <br><i>Herding Cats</i> <br><b>Product Development</b> <br><b>Product Development Overview</b> <br>Phase Objectives <br>Inception <br>Planning <br>Implementation <br>Regulation <br>Termination <br><b>Delivery</b> <br>Crashing Product Development <br><i>Schedule Compression</i> <br><i>Crashing Limitation</i> <br><i>Crashing Risk</i> <br><i>Fast Tracking</i> <br><i>Fast Tracking Risk</i> <br><b>Product Integrity and Reliability</b> <br>Design Failure Mode and Effects Analysis (DFMEA) <br>Design For Manufacture and Assembly <br>Prototype Builds <br>Key Product Characteristics <br>Design Verification <br>Product Development Risk <br><i>Design Requirements Risk</i> <br><i>Reducing the Risk</i> <br><i>Design Policy Risk</i> <br><i>Reducing the Risk</i> <br><i>Design Process Risk</i> <br><i>Reducing the Risk</i> <br><i>Design Analysis</i> <br><i>Reducing the Risk</i> <br><i>Parts and Materials Selection</i> <br><i>Reducing the Risk</i> <br><i>Software Design</i> <br><i>Reducing the Risk</i> <br><i>Design Reviews</i> <br><i>Reducing the Risk</i> <br><i>Design Release</i> <br><i>Reducing the Risk</i> <br><i>Product Requirements Risk</i> <br>New Equipment, Tooling, and Facility Requirements Gauges and Testing Equipment Requirements <br>Team Feasibility Commitment and Management Support <br><b>Cost </b> <br>Request For Quote <br>Make or Buy Analysis <br>Value Analysis <br><i>What is Value Analysis?</i> <br><i>Information Phase</i> <br><i>Functional Analysis</i> <br><i>Creative Phase</i> <br><i>Judgment Phase</i> <br><i>Development Phase</i> <br><i>Recommendation Phase</i> <br><i>Product Functional Decomposition</i> <br><i>Value Analysis Integrated into Design Process</i> <br>Outsourcing <br>Project Manager Involvement in Negotiations <br>Modular design <br><b>War Story</b> <br>Production site <br>Material availability <br>Battery <br>Commitment <br><b>Process Development</b> <br><b>Delivery</b> <br>Process Development Overview <br><i>Phase Objectives</i> <br><i>Initiate</i> <br><i>Plan</i> <br><i>Execute</i> <br><i>Control</i> <br><i>Closing</i> <br><b>Product Integrity and Reliability</b> <br>Process Flow <br><i>Ideal Process Flow</i> <br><i>Less than Ideal Process Flow</i> <br><i>Process Flow Under Control</i> <br>PFMEA <br>Key Control Characteristics <br>PCP <br>Special Proc
588 0 _aPrint version record.
650 0 _aProject management.
650 0 _aQuality control.
650 7 _aBUSINESS & ECONOMICS
_xQuality Control.
_2bisacsh
_9734
650 7 _aBUSINESS & ECONOMICS
_xTotal Quality Management.
_2bisacsh
_9735
650 0 _aProject management
_0(OCoLC)fst01078797
_9736
650 7 _aQuality control.
_2fast
_0(OCoLC)fst01084966
_91745
650 7 _aProjektadministration.
_2sao
_9738
650 7 _aKvalitetskontroll.
_2sao
_9739
650 7 _aInbyggda system.
_2sao
_9740
655 4 _aElectronic books.
_9313
690 7 _aManagement and Business Studies
_2blcoll
700 1 _aQuigley, Jon M.
_9741
859 _aELD
889 _a(OCoLC)297220015
903 _aELD.DS.150202
942 _cBK
999 _c289
_d289