Download Engineering Project Management for the Global High-Technology Industry Edit By Sammy G. Shina, Ph.D., P.E
Contents Civil Engineering:
1- The Engineering Project Lifecycle and Historical Development of Engineering Project Management Tools and Techniques
2- Product and Project Perspectives and Managing Different Types of Engineering Projects
3- Project Inception: Benchmarking, IP, and VoC
4- Voice of the Customer Case Study
5- Engineering Project Justification, Financial Aspects, and Return on Investment
6- Make or Buy: Subcontracting and Managing the Supply Chain
7- Engineering Project Planning and Execution
8- Engineering Project Phases, Control, Communications, Leadership, and Risk Assessment
9- Project Monitoring and Control Case Study
10- Engineering Project Communications
11- Engineering Project and Product Costing
12- Building and Managing Teams
Preface Engineering Project Management for the Global High-Technology Industry:
Engineering project management is becoming more important as technology companies compete in a worldwide market for customers desiring high-quality and low-cost products. The project manager (PM) has to be a jack of all trades, a product champion, a great organizer, a leader, mentor, and motivator of the team; the PM has to be an effective communicator, a salesperson, a financial analyst, and much more. The PM today must be an expert in technology, quality, cost, teamwork, supply chains, and market dynamics. The PM must always balance priorities and make good decisions regarding resource allocation, schedule variability, cost, technology adoption, and risk management.
This book attempts to augment the basic project-management principles of scheduling, tracking, and control of projects with answering many of the questions posed by the role of technology in new product creation. Why do some companies thrive in the technology arena, while others start well but
cannot maintain the momentum? Why is it so difficult for companies to enter some markets? What are the options available to companies for setting new product price and performance? What types of organizational structures and methods are needed to successfully manage technical projects? How can company resources and the supply chain be leveraged?
This book attempts to answer these questions by examining product life cycles, project management types, and where they should be used as well as tools and techniques of quality cost and marketplace. Economic analysis of the project potential and how to best leverage internal resources versus supply chains, as well as risk and rewards of project decisions, are also examined. The book illustrates these principles with examples of current technology-company policies, some drawn from the headlines and some from my own experience. I have an extensive history of managing many development projects, consulting to technology companies, and researching the tools and techniques of new product creation. In addition, long conversations and meetings with many of the creators of project management tools, CEOs, and members of the boards of directors of companies, and several expert witness litigation cases, have given me a unique perspective of the challenges and concerns of global technology companies.
The book also aims to help the PM to become more successful, using the technical, organizational, financial, leadership, and communications skills covered in this book. Topics presented deal with the historical development of the tools and techniques of project management through the last 40 years and how to successfully use these tools for effectively managing technical projects. The PM can understand the best use of the management structures explained in this book, depending on the life cycle of the product. The use of financial analysis and tools can effectively augment the PM’s plans and decisions. Understanding the use of the global supply chain, its opportunities and risks, can also help the PM in project and product cost formulation and schedule realization as well as advocating decisions to management. The effective use of scheduling tools to plan, track, and control projects is important for the PM in maintaining the product creation schedule and evaluating and managing its risks. The effective communications skills, teamwork, and leadership covered in this book will help the PM navigate successfully through these important but nontechnical issues.
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