Engineering and product development management: the holistic approach
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge
Cambridge Univ. Press
2001
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIX, 325 S. graph. Darst. |
| ISBN: | 0521790697 |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV013956746 | ||
| 003 | DE-604 | ||
| 005 | 20150210 | ||
| 007 | t | ||
| 008 | 011015s2001 d||| |||| 00||| eng d | ||
| 020 | |a 0521790697 |9 0-521-79069-7 | ||
| 035 | |a (OCoLC)248283760 | ||
| 035 | |a (DE-599)BVBBV013956746 | ||
| 040 | |a DE-604 |b ger |e rakwb | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-703 |a DE-91G |a DE-M347 |a DE-1046 |a DE-634 | ||
| 082 | 0 | |a 620.00420685 | |
| 084 | |a QP 210 |0 (DE-625)141841: |2 rvk | ||
| 084 | |a ZM 9220 |0 (DE-625)157217: |2 rvk | ||
| 084 | |a WIR 623f |2 stub | ||
| 100 | 1 | |a Armstrong, Stephen |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Engineering and product development management |b the holistic approach |c Stephen C. Armstrong |
| 264 | 1 | |a Cambridge |b Cambridge Univ. Press |c 2001 | |
| 300 | |a XXIX, 325 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Produktentwicklung |0 (DE-588)4139402-1 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Integriertes Management |0 (DE-588)4346301-0 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Produktentwicklung |0 (DE-588)4139402-1 |D s |
| 689 | 0 | 1 | |a Management |0 (DE-588)4037278-9 |D s |
| 689 | 0 | |5 DE-604 | |
| 689 | 1 | 0 | |a Produktentwicklung |0 (DE-588)4139402-1 |D s |
| 689 | 1 | 1 | |a Integriertes Management |0 (DE-588)4346301-0 |D s |
| 689 | 1 | |5 DE-604 | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009551448&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-009551448 | ||
Datensatz im Suchindex
| _version_ | 1804128805249351680 |
|---|---|
| adam_text | Contents
List of figures and tables page xiv
Forewords xix
Preface xxiii
Acknowledgments xxvii
Layout of book at a glance xxxi
PART 1 UNDERSTANDING ENGINEERING PROCESS MANAGEMENT
1 The holistic approach to managing engineering operations 3
1.1 Separate bodies of knowledge 4
Integrated product development 4
Project/program management 6
Process management 7
Organizational change/political management 7
Product data management 7
Systems engineering 8
1.2 The holistic approach 9
1.3 The motivation for taking the holistic approach 9
IPD objectives 10
1.4 Benefits of the IPD approach 10
1.4.1 Ensuring high quality product and process definition 11
Effective communication 11
Complete documentation 11
1.4.2 Improving project management 11
Project structuring and planning 11
Project estimating 12
Project execution 12
Project control 12
1.4.3 Capitalizing on experience 12
1.4.4 Establishing consistency 12
1.4.5 Providing a training framework 13
v
vi Contents
1.5 Overview of the IPD philosophy 13
1.5.1 Comparison of IPD and traditional approaches 14
1.5.2 The serial approach to product and process development 14
1.5.3 Team comparisons 16
1.5.4 Empowering the integrated product team 16
1.6 Critical success factors in implementation 17
Customer focus 18
Concurrent development of products
and processes 18
Early and continuous life cycle planning 18
Maximize flexibility for using a subcontractor
and partner 18
Encourage robust design and improved
process capability 18
Event driven scheduling 18
Multidisciplinary teamwork 19
Empowerment 19
Seamless management tools 19
Proactive identification and management
of risk 19
Management commitment 19
Communication 19
Continuous process improvement 20
Integrated product team leaders 20
IPT environment 20
1.7 The integrated enterprise framework 20
2 An overview of engineering process management 24
2.1 Engineering process framework 24
2.2 Work breakdown structure 27
Phases 27
Subphases and level I process 28
Task groups and tasks 28
Worksteps 28
2.3 Customer deliverables 30
2.4 Milestones and maturity gates 33
2.5 Process maturity 37
3 Organization of engineering tasks 42
3.1 Single number tracking system 42
3.2 Integrated master plan 45
Contents vii
3.3 Integrated master schedule 47
3.4 Developing a workplan template 48
PART 2 APPLYING ENGINEERING PROCESSES TO PROGRAM
MANAGEMENT
4 Roles and responsibilities 51
4.1 The customer 51
4.2 The partner 57
4.3 The sponsor 59
4.4 The program director 59
4.5 The functional director 62
4.6 The project manager/engineer 64
4.7 The functional manager 66
4.8 The program coordinator 67
4.9 The IPT leader 68
4.10 The team member 71
4.11 Support functions 73
Administrative Business management 73
Reporting 73
Scheduling and coordination of IPT activities 74
Critical success factors 74
4.12 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 genuine understanding of the program 80
5.3.2 Executive commitment to the program 80
5.3.3 Effective leadership by the program and functional directors 81
5.3.4 Organizational adaptability The toughest challenge 81
5.3.5 Commitment to planning and control 82
5.4 Program management elements 82
5.5 Program management and business initiatives 83
5.5.1 Program management concepts and principles 84
5.5.2 The soft side of program management is leadership 84
viii Contents
5.6 Framework for program management 85
5.7 Elements of the program office 86
6 An integrated team member s guide to performing a task 87
6.1 Integrated product team member responsibilities 87
6.2 Performing a specific task 87
6.2.1 Understanding what the task involves 88
Roadmaps 89
Task guideline and design tip 90
General topic information 93
6.2.2 Understanding individual work products 94
Deliverable definitions 94
Sample deliverables 95
6.2.3 Gathering necessary materials to perform the work 96
Related materials 97
6.2.4 Performing the task 97
7 Program structuring and planning 98
7.1 Program structuring 100
7.2 Selecting and tailoring subphases and deliverables 102
7.2.1 Tailoring subphases and subphase objectives 103
7.2.2 Tailoring deliverables and sections of deliverables 103
7.2.3 Performing risk assessment 105
7.3 Program planning The integrated master plan 105
7.3.1 Theworkplans 108
7.3.2 Planning activities 109
Tailor the workplan templates 109
Determine task relationships and workflow diagrams 113
Estimate tasks 113
Adjust estimates based on program risks 114
Assign resources 115
Develop integrated master schedule 115
Tune the detailed workplan 115
Adjust the integrated master plan 116
7.3.3 Building quality into the integrated master plan 116
7.3.4 Strategies and plans within the process integration
framework 116
Planning for program reviews 116
Planning for walkthroughs 116
Planning for testing 117
Planning for team training 117
Planning for program management 117
Contents ix
8 Risk assessment 119
8.1 Performing a risk assessment 119
8.1.1 When should a risk assessment be done? 120
8.1.2 The risk assessment process 120
8.1.3 The risk assessment questionnaire 122
8.2 Strategies for managing risks 122
8.2.1 Managing specific size risks 123
8.2.2 Managing program structure risks 124
8.2.3 Managing process and product technology risks 124
9 Program initiation and execution 126
9.1 Program initiation 126
9.1.1 Establish program goals 126
9.1.2 Establish product definition 127
9.1.3 Organizing and briefing the program IPT 128
Prepare the organization for integrated product
development 128
Establish a resource profile 129
9.1.4 Conducting IPT training 131
Training resources 132
9.1.5 Setting up the program environment 133
9.1.6 Staffing integrated product teams 133
Membership 133
Integrated product team 134
Integration team 134
9.1.7 Team goals and agreements 135
Technical 135
Schedule 135
Cost 136
Team agreements 136
9.1.8 Team operations 137
Colocation 137
Communication 138
Tools for team operations 138
9.2 Program execution 140
9.2.1 Monitoring program work 140
9.2.2 Performance measurement 141
9.2.3 Progress reporting 141
9.2.4 Managing engineering change 143
9.2.5 Replanning the program 143
9.2.6 Conducting or coordinating meetings 143
Customer and supplier involvement 144
Specialty organizations support 144
x Contents
10 Program reviews 145
10.1 Quality assurance factors 145
10.2 What is quality assurance? 146
10.3 Defining and measuring quality 148
10.4 Quality assurance through the holistic approach 153
10.5 Tailoring the program review process 153
10.5.1 Selecting program review points 154
10.5.2 Selecting the types of program review participants 155
10.5.3 Determining the involvement of the program
review executives 158
10.5.4 Outlining program review requirements 158
10.6 Elements of the program review process 159
10.6.1 Structured process and deliverable walkthroughs 159
10.6.2 Quality evaluations 160
10.6.3 The program review board 163
11 Engineering change management and product data management 167
11.1 What is engineering change? 167
11.2 How to deal with engineering change 167
11.3 Managing engineering change through design freezes 168
11.4 The engineering change management process 169
11.4.1 Requesting an engineering change 169
11.4.2 Engineering change management log 174
11.4.3 Evaluation of the engineering change request 175
11.4.4 Disposition of the engineering change request 176
11.5 Product data management 176
11.5.1 Introduction to PDM 176
11.5.2 PDM functionality 178
11.5.3 PDM functions and features 179
Data vault and document management 179
Workflow and process management 181
Product structure/configuration management 182
Classification and retrieval 183
Program/project management 184
Communication and notification 184
Data transport 185
Data translation 185
Viewing and markup services 185
Administration 186
11.5.4 Users of PDM 186
Contents xi
11.5.5 Benefits and justification of PDM systems 186
PDM offers more 187
Concurrent engineering 187
Improved design productivity 187
Better management of engineering change 188
A major step toward quality management 188
People, process, technology balance 188
Realistic implementation cost 188
PART 3 DEPLOYING ENGINEERING PROCESS MANAGEMENT
12 Organizing for deployment 191
12.1 Initiative program organization 191
12.1.1 Steering committee 192
12.1.2 Implementation program director assignments 193
12.1.3 Team member assignment 195
12.2 Engineering initiative program charter 196
12.3 Using an external consultant 196
12.4 Program planning 197
12.5 Objectives 198
12.6 General program plan 198
Detailed task scheduling 198
Training 199
12.7 Budgeting for the engineering initiative 200
12.8 Sample deployment plan 200
12.9 Roles and responsibilities of project team members 201
Subproject leads 201
Technical team managers 202
Process team managers 204
Core team members 204
12.10 Presenting the program plan 205
12.11 Special considerations for divisional and corporate
initiatives 205
12.12 Pitfalls 206
12.13 Conclusion 207
13 Overcoming resistance to change 208
13.1 Organizational politics 208
13.1.1 Managing organizational politics 209
13.1.2 Focus on the future 211
xii Contents
13.1.3 Political tactics 212
13.1.4 Reasons for resistance 215
13.2 Adopting the team based approach to the engineering
organization 223
13.2.1 Obstacles to IPT effectiveness 224
13.2.2 Differences in orientation 224
13.2.3 Inequalities among members 224
13.2.4 Too much spirit 225
13.2.5 The team myth 225
13.2.6 Hidden agendas and politics 226
13.2.7 Weak or inappropriate team goals 227
13.2.8 Autonomous team 227
13.2.9 Full time, full duration team 228
13.2.10 Colocated team in a program management organization 229
13.2.11 Small teams are more effective 229
13.2.12 Team rewards 230
13.2.13 Team of doers 230
13.3 Team leader change management 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 learned case study 238
14.1 Leadership and commitment 238
14.2 IPT setup 241
14.3 Decision making 242
14.4 Roles and responsibilities 243
14.5 Communication 244
14.6 Team skills and training 245
A changing work sequence to develop engineering
products 246
A balanced systems approach to IPD and IPTs 247
14.7 Conclusion 248
PART 4 APPENDIXES
A IPD maturity self evaluation tools 251
B Chapter 2 tables 258
Contents xiii
C Chapter 3 table 274
D Program structuring and planning checklist 282
E Chapter 8 tables 285
F Understanding the ERP and the PDM connection 301
Glossary 311
Bibliography 317
Index 319
List of Figures and Tables
Figure 1 1: The six management bodies of knowledge page 5
Figure 1 2: The holistic view of the bodies of knowledge 9
Figure 1 3: Serial approach to product and process development 14
Figure 1 4: Integrated product development approach 14
Figure 1 5: Cost impact 15
Figure 1 6: Cost impact of change 16
Table 1 1: Comparison of IPT and other teams 17
Figure 1 7: Integrated enterprise framework 21
Figure 1 8: Top level business processes example 22
Figure 1 9: Top level process framework example (Courtesy
Ontario Store Fixtures, Inc.) 22
Figure 2 1: Process framework example 1 Tier 1 processes
(Courtesy Bombardier Aerospace de Havilland Division) 25
Figure 2 2: Process framework example 2 Tier 1 processes
(Courtesy British Aerospace Military Aircrafts
and Aero Structures) 26
Figure 2 3: Process framework example 3 Tier 1
(Courtesy Ontario Store Fixtures, Inc.) 26
Figure 2 4: Work breakdown structure example 27
Figure 2 5: Management uses a process framework to link corporate
goals to individual objectives 29
Figure 2 6: Business process vs. company business objectives matrix 29
Figure 2 7: Process information map to user 30
Figure 2 8: Define/Build interface 31
Figure 2 9: Deliverables architecture 32
Figure 2 10: Deliverable architecture flowchart example 33
Figure 2 11: Customer deliverables mapped by process framework
example 34
Figure 2 12: Design alternatives 35
Figure 2 13: Maturity gates and the process framework 36
Figure 2 14: Gate alignment matrix 36
xiv
__^ List of Figures and Tables xv
Figure 2 15: Maturity matrix example (Courtesy British Aerospace
Military Aircraft) 37
Figure 2 16: Process maturity route map 38
Figure 2 17: Five level process maturity model 39
Figure 2 18: Detailed process maturity criteria 39
Figure 3 1: Specification tree 43
Figure 3 2: Standards, specs, and references organized by technical
discipline 44
Figure 3 3: Engineering tasks organized by business process number 45
Figure 3 4: Task planning process data flow diagram Tier 3
of process hierarchy 46
Figure 3 5: A workplan template 47
Table 4 1: Proposal phase roles and responsibilities 52
Table 4 2: Program start up roles and responsibilities 53
Table 4 3: Program implementation phase roles and responsibilities 54
Figure 4 1: Sample program organization 60
Figure 4 2: Engineering functional organization 64
Figure 4 3: Functional deployment of engineers 66
Figure 4 4: Program management implementation format 69
Figure 4 5: IPT team leader responsibilities 69
Figure 4 6: Integrated product team operation deliverables by phases 72
Figure 4 7: Team member responsibilities 73
Figure 4 8: Concurrency matrix 75
Figure 5 1: The five major processes of project/program management 77
Figure 5 2: Sample resource load by function and phase 78
Figure 5 3: Contrasting project and program management 79
Figure 5 4: Program management framework 85
Figure 6 1: Process documentation used to gain an understanding
of the task process framework and subphase objective chart 88
Figure 6 2: Using the process framework and the subphase
objectives chart 89
Figure 6 3: Example ROADMAP 90
Figure 6 4: Example task guideline and design tip 91
Figure 6 5: Components used to gain an understanding
of individual work products 94
Figure 6 6: Components used to gather materials necessary
to complete the task 95
Figure 6 7: The process of performing the task on an IPT 96
Figure 7 1: Approach to planning 99
Figure 7 2: The major program structuring activities 102
Figure 7 3: Sample workflow diagram for the create detail product
data subphase 104
Figure 7 4: How the questionnaire ties to the strategy table 106
xvi List of Figures and Tables
Figure 7 5: The planning window 107
Figure 7 6: Planning activities 110
Figure 7 7: Worksheet for adjusting estimated risk factors 111
Figure 7 8: Developing a scheduled cost to complete 113
Figure 7 9: How the program management phase fits in with
the process framework 118
Figure 8 1: Sample of recommended risk assessment points 121
Figure 8 2: The risk assessment process 121
Figure 9 1: Design to cost model 127
Figure 9 2: Relationship of WBS and organizational structure 130
Figure 9 3: Achieving target costs 136
Figure 9 4: Colocation of cross functional teams 138
Figure 9 5: Quality design tools 139
Figure 9 6: Quality function deployment 139
Figure 9 7: QFD planning structure 140
Figure 10 1: Quality assurance components 147
Figure 10 2: Quantitative measurement of quality 147
Figure 10 3: Measurement categories 149
Figure 10 4: Staffing ratios 149
Figure 10 5: Concurrency activities 150
Figure 10 6: Linking of strategy to process improvement 150
Figure 10 7: Sample program review points in the process
framework 154
Figure 10 8: Recommended evaluators for the life cycle 156
Figure 10 9: Quality evaluators key questions 157
Figure 10 10: Three levels of quality review 160
Figure 10 11: Quality review milestones in the life
cycle Example 1 Aircraft 161
Figure 10 12: Comprehensive list of objectives for program review
points Example 1 Aerospace company 162
Figure 10 13: Comprehensive list of objectives for program review
points Example 2 Engine manufacturer 164
Figure 11 1: Design freezes during the IPD process framework 168
Figure 11 2: Sample of change request form 170
Figure 11 3: A checklist of deliverables Aerospace example 172
Figure 11 4: Engineering change management log 174
Figure 11 5: Product information environment 177
Figure 11 6: PDM concept overview presentation 178
Figure 11 7: PDM functions 179
Figure 11 8: Check in check out of a PDM system 181
Figure 12 1: Engineering improvement initiative program
organization chart 192
Figure 12 2: Two organizational layers Functional and initiative 193
^ ^^^^^^ List of Figures and Tables xvii
Figure 12 3: Bill of material project charter 197
Figure 12 4: BPR initiatives obstacles 201
Figure 12 5: Seven integrated phases to the program plan 202
Figure 12 6: Internal resource needs 203
Figure 12 7: Deployment team skill requirements 203
Figure 13 1: Management view versus individual view 209
Figure 13 2: Change management guideposts 212
Figure 13 3: Political management ignorance 213
Figure 13 4: Sociologist versus consultant view 214
Figure 13 5: Individual view of the world 214
Figure 13 6: Political tools to overcome resistance 215
Figure 13 7: Business transformation including political
management 216
Figure 13 8: Economic system 216
Figure 13 9: Economic and political system 217
Figure 13 10: Maslow s hierarchy 218
Figure 13 11: Messages by hierarchy position 218
Figure 13 12: Economic and shadow organization relationship 219
Figure 13 13: Zero sum game 220
Figure 13 14: Broker influence 220
Figure 13 15: Impact on the shadow organization of changes that
conflict with unwritten rules 221
Figure 13 16: Dysfunctional social systems 221
Figure 13 17: Aligned versus unaligned systems 222
Figure 13 18: Most business transformation assignments pose
a significant threat to at least part of the organization 222
Figure 13 19: Radical change unaligned at the core 223
Figure 13 20: Hierarchical force is a tough way to bring
about change 225
Figure 13 21: Types of resistance and tactics to overcome 226
Figure 13 22: Common ground value proposition 227
Figure 13 23: The two change agendas must be managed in parallel 228
Figure 13 24: From negotiation to cooperation 229
Figure 13 25: Three important qualities associated with
IPT leadership 231
Figure 13 26: Key roles 232
Figure 13 27: Unsuccessful sponsor strategy 233
Figure 13 28: Successful sponsor strategy 233
Figure 13 29: The silos and hierarchy are a big part of the barrier 234
Figure 13 30: Map of support and resistance for an improvement
initiative 236
Figure 13 31: Removing the blocker 236
Figure 14 1: High level business process model 239
xviii List of Figures and Tables
Table A l: IPD maturity self evaluation survey 253
Table A 2: Sample sizes to achieve various tolerances at a 90 percent
confidence level 257
Table A 3: IPD maturity scale 257
Table 2 1: IPD phase objectives and deliverables example 258
Table 2 2: IPD phase descriptions and deliverables example 260
Table 2 3: Customer deliverables/definition example Major phases 266
Table 2 4: Customer deliverables/definition example Subphase 267
Table 2 5: Example of milestones Aircraft example 272
Table 3 1: Task planning process descriptions 274
Table 8 1: Risk assessment questionnaire 288
Table 8 2: Risk assessment questionnaire Summary sheet 291
Table 8 3: Risk strategies 292
|
| any_adam_object | 1 |
| author | Armstrong, Stephen |
| author_facet | Armstrong, Stephen |
| author_role | aut |
| author_sort | Armstrong, Stephen |
| author_variant | s a sa |
| building | Verbundindex |
| bvnumber | BV013956746 |
| classification_rvk | QP 210 ZM 9220 |
| classification_tum | WIR 623f |
| ctrlnum | (OCoLC)248283760 (DE-599)BVBBV013956746 |
| dewey-full | 620.00420685 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 620 - Engineering and allied operations |
| dewey-raw | 620.00420685 |
| dewey-search | 620.00420685 |
| dewey-sort | 3620.00420685 |
| dewey-tens | 620 - Engineering and allied operations |
| discipline | Werkstoffwissenschaften / Fertigungstechnik Wirtschaftswissenschaften |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01664nam a2200421 c 4500</leader><controlfield tag="001">BV013956746</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20150210 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">011015s2001 d||| |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0521790697</subfield><subfield code="9">0-521-79069-7</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)248283760</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV013956746</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-703</subfield><subfield code="a">DE-91G</subfield><subfield code="a">DE-M347</subfield><subfield code="a">DE-1046</subfield><subfield code="a">DE-634</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">620.00420685</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 210</subfield><subfield code="0">(DE-625)141841:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">ZM 9220</subfield><subfield code="0">(DE-625)157217:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">WIR 623f</subfield><subfield code="2">stub</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Armstrong, Stephen</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Engineering and product development management</subfield><subfield code="b">the holistic approach</subfield><subfield code="c">Stephen C. Armstrong</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cambridge</subfield><subfield code="b">Cambridge Univ. Press</subfield><subfield code="c">2001</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XXIX, 325 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Produktentwicklung</subfield><subfield code="0">(DE-588)4139402-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Integriertes Management</subfield><subfield code="0">(DE-588)4346301-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Produktentwicklung</subfield><subfield code="0">(DE-588)4139402-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Produktentwicklung</subfield><subfield code="0">(DE-588)4139402-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2="1"><subfield code="a">Integriertes Management</subfield><subfield code="0">(DE-588)4346301-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009551448&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-009551448</subfield></datafield></record></collection> |
| id | DE-604.BV013956746 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:55:05Z |
| institution | BVB |
| isbn | 0521790697 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009551448 |
| oclc_num | 248283760 |
| open_access_boolean | |
| owner | DE-703 DE-91G DE-BY-TUM DE-M347 DE-1046 DE-634 |
| owner_facet | DE-703 DE-91G DE-BY-TUM DE-M347 DE-1046 DE-634 |
| physical | XXIX, 325 S. graph. Darst. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | Cambridge Univ. Press |
| record_format | marc |
| spelling | Armstrong, Stephen Verfasser aut Engineering and product development management the holistic approach Stephen C. Armstrong Cambridge Cambridge Univ. Press 2001 XXIX, 325 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Produktentwicklung (DE-588)4139402-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Integriertes Management (DE-588)4346301-0 gnd rswk-swf Produktentwicklung (DE-588)4139402-1 s Management (DE-588)4037278-9 s DE-604 Integriertes Management (DE-588)4346301-0 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009551448&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Armstrong, Stephen Engineering and product development management the holistic approach Produktentwicklung (DE-588)4139402-1 gnd Management (DE-588)4037278-9 gnd Integriertes Management (DE-588)4346301-0 gnd |
| subject_GND | (DE-588)4139402-1 (DE-588)4037278-9 (DE-588)4346301-0 |
| title | Engineering and product development management the holistic approach |
| title_auth | Engineering and product development management the holistic approach |
| title_exact_search | Engineering and product development management the holistic approach |
| title_full | Engineering and product development management the holistic approach Stephen C. Armstrong |
| title_fullStr | Engineering and product development management the holistic approach Stephen C. Armstrong |
| title_full_unstemmed | Engineering and product development management the holistic approach Stephen C. Armstrong |
| title_short | Engineering and product development management |
| title_sort | engineering and product development management the holistic approach |
| title_sub | the holistic approach |
| topic | Produktentwicklung (DE-588)4139402-1 gnd Management (DE-588)4037278-9 gnd Integriertes Management (DE-588)4346301-0 gnd |
| topic_facet | Produktentwicklung Management Integriertes Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009551448&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT armstrongstephen engineeringandproductdevelopmentmanagementtheholisticapproach |