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Engineering Project Management for the Global High Technology Industry by Sammy G. Shina
Book Details :
LanguageEnglish
Pages653
FormatPDF
Size13.1 MB


Engineering Project Management for the Global High Technology Industry by Sammy G. Shina



PREFACE to 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 Engineering Project Management for the Global High Technology Industry 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 Engineering Project Management for the Global High Technology Industry 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 Engineering Project Management for the Global High Technology Industry 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 Engineering Project Management for the Global High Technology Industry 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 Engineering Project Management for the Global High Technology Industry book will help the PM navigate successfully through these important but nontechnical issues.

About the Book Organization 

This book is intended to introduce newly minted as well as experienced project managers in technology companies to many of the issues regarding the use of project-management tools and techniques and how to effectively apply them for new product creation.

It is based on my experience in researching, practicing, consulting on, and teaching project management for the last 40 years.

The approach I use in this Engineering Project Management for the Global High Technology Industry book is to start with the historical development of project management tools and then go on to what are the proper conditions for using these tools, why they were created, and how they became widely adopted.

The following chapters deal with the step-by-step elements of technology product realization, starting with the technology product life cycle and the management organization best suited for each phase of the cycle.

Technology management from research to advanced development to adoption in new products is explained with examples of organizational structure and timelines needed.

Other chapters discuss the marketing aspects of customer expectations and finding the best opportunity for new product success, with tools and examples of using them effectively.

Once the market opportunity for the new product is realized, the hard work of the PM begins with the business plan and economic analysis for the project.

Issues of how to leverage internal resources and the supply chain and how to select suppliers are presented. This is followed by the methodology to organize and plan the development project, how to control projects using phases and milestones, tracking a project’s progress, and reporting to management.


In addition, the value and use of risk management to estimate and mitigate risk are illustrated with the definitions of methods used and case studies from industry.

The final chapters of the book deal with important skill development for the PM, including communications, leadership, and teamwork.

I asked experienced professionals who deal with these issues to help me by coauthoring these chapters in order to share their own experiences and insight.

I hope this Engineering Project Management for the Global High Technology Industry book will be of value to the neophyte as well as the experienced project managers in technology companies, in particular, in the small- to medium-sized companies that do not have the support staff and the resources necessary to have a well-organized project-management process.

It is beneficial to try out some of the principles and tools of project management outlined in this Engineering Project Management for the Global High Technology Industry book and meld them into the company culture.

The experiences documented here should be helpful to encourage many companies to venture out and develop new world-class products that can make them grow and prosper for the future.


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