000 | 08988aam a22006371i 4500 | ||
---|---|---|---|
001 | 018394010 | ||
003 | Uk | ||
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$T _beng _erda _cN$T _dYDXCP _dOCLCQ _dMND _dAD# _dCDX _dDEBBG _dIDEBK _dOCLCQ _dUIU _dOCLCQ _dMYPMP _dOCLCQ _dTULIB _dOCLCQ _dA7U _dOCLCQ _dOCLCF _dHNK _dCUS _dVLB _dUX1 _dE7B _dOCLCQ _dS3O _dOCLCQ _dUk _epn |
||
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 |