| 000 -LEADER |
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| fixed length control field |
08817cam a22003378i 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| control field |
20260715150005.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
260715s2024 nju 001 0 eng |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781394242986 |
| Qualifying information |
(hardback) |
| 035 ## - SYSTEM CONTROL NUMBER |
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| System control number |
23705843 |
| 041 ## - LANGUAGE CODE |
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| Language code of text/sound track or separate title |
eng |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
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| Classification number |
TA190 |
| Item number |
.S586 2024 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4/04 |
| Edition number |
23/eng/20240611 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Preferred name for the person |
Siegel, Neil G., |
| Relator term |
author. |
| 245 10 - TITLE STATEMENT |
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| Title |
Engineering project management : |
| Remainder of title |
a hands-on guide for successful engineering projects / |
| Statement of responsibility, etc |
Neil G. Siegel, The IBM Professor of Engineering Management, University of Southern California, Los Angeles, California, CA, USA. |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
Second edition. |
| 263 ## - PROJECTED PUBLICATION DATE |
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| Projected publication date |
2409 |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Hoboken, NJ, USA : |
| Name of publisher, distributor, etc |
John Wiley & Sons, Inc., |
| Date of publication, distribution, etc |
2025 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
xxiv, 440 pages : |
| Other physical details |
illustrations ; |
| Dimensions |
26 cm |
| 336 ## - CONTENT TYPE |
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| Content type term |
text |
| Content type code |
txt |
| Source |
rdacontent |
| 337 ## - MEDIA TYPE |
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| Media type term |
unmediated |
| Media type code |
n |
| Source |
rdamedia |
| 338 ## - CARRIER TYPE |
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| Carrier type term |
volume |
| Carrier type code |
nc |
| Source |
rdacarrier |
| 500 ## - GENERAL NOTE |
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| General note |
Includes index. |
| 505 ## - CONTENTS |
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| Formatted contents note |
Table of Contents<br/>About the Author xv<br/><br/>Acknowledgments xvi<br/><br/>About the Companion Website xviii<br/><br/>Introduction xix<br/><br/>1 The Role and the Challenge 1<br/><br/>1.1 Introduction 1<br/><br/>1.2 The Project 5<br/><br/>1.3 The Project Manager 11<br/><br/>1.4 Engineering Processes Can Help You 17<br/><br/>1.5 The Engineering Project Manager Mind-Set 18<br/><br/>1.6 Next 20<br/><br/>1.7 About Facilitated Lab Sessions and Practical Exercises 21<br/><br/>1.8 This Week’s Facilitated Lab Session 21<br/><br/>2 Performing Engineering on Projects (Initial Portion) 27<br/><br/>2.1 The Systems Method 27<br/><br/>2.2 Requirements 43<br/><br/>2.3 Design 52<br/><br/>2.4 Interaction of the Requirements and Design Processes with Project Management Processes 67<br/><br/>2.5 Your Role in All of This 67<br/><br/>2.6 Next 71<br/><br/>2.7 This Week’s Facilitated Lab Session 71<br/><br/>3 Performing Engineering on Projects (Concluding Portion) 73<br/><br/>3.1 The Remaining Stages of the Project Life-Cycle 73<br/><br/>3.2 Next 95<br/><br/>3.3 This Week’s Facilitated Lab Session 95<br/><br/>4 Understanding Your Users and Your Other Stakeholders 97<br/><br/>4.1 The Four Steps to Understanding Your Users and Your Other Stakeholders 98<br/><br/>4.2 Case Study About the Value of Using the Customer’s Coordinate System of Value: Role-Based Processing 108<br/><br/>4.3 Special Topic: Designing the User Experience 111<br/><br/>4.4 Summary: Understanding Your Users and Your Other Stakeholders 116<br/><br/>4.5 Next 116<br/><br/>4.6 This Week’s Facilitated Lab Session 116<br/><br/>5 How Do Engineering Projects Get Created? 119<br/><br/>5.1 Engineering Projects Are Created in Response to a Need, or a Vision 119<br/><br/>5.2 How to Win 122<br/><br/>5.3 A Case Study in Proposal Preparation 140<br/><br/>5.4 Your Role in All of This 144<br/><br/>5.5 Summary: How to Win 145<br/><br/>5.6 Next 146<br/><br/>5.7 This Week’s Facilitated Lab Session 146<br/><br/>6 Organizing and Planning 147<br/><br/>6.1 The Work-Breakdown Structure 147<br/><br/>6.2 The Statement of Work 154<br/><br/>6.3 The Organization Chart 157<br/><br/>6.4 The Project Plan 161<br/><br/>6.5 Your Role in All of This 166<br/><br/>6.6 Summary: Organizing and Planning 167<br/><br/>6.7 Next 167<br/><br/>6.8 This Week’s Facilitated Lab Session 167<br/><br/>7 Creating Credible Predictions for Schedule and Cost: The Activity Network 169<br/><br/>7.1 Setting the Stage 169<br/><br/>7.2 Estimating the Schedule for Your Project 172<br/><br/>7.3 Estimating the Cost of Your Project 180<br/><br/>7.4 Injecting Realism Into Your Estimates 182<br/><br/>7.5 Cost Versus Price 187<br/><br/>7.6 Your Role in All of This 188<br/><br/>7.7 The Intersection with Engineering 189<br/><br/>7.8 Next 189<br/><br/>7.9 This Week’s Facilitated Lab Session 190<br/><br/>8 Drawing Valid Conclusions from Numbers 191<br/><br/>8.1 In Engineering, We Must Make Measurements 191<br/><br/>8.2 The Data, the Analysis, and/or the Conclusions Are Often Wrong 192<br/><br/>8.3 What Engineering Project Managers Need to Measure 216<br/><br/>8.4 Implications for the Design and Management Processes 217<br/><br/>8.5 Beware of Trying to Predict or Forecast! 225<br/><br/>8.6 Your Role in All of This 226<br/><br/>8.7 Summary: Drawing Valid Conclusions From Numbers 226<br/><br/>8.8 Next 227<br/><br/>8.9 This Week’s Facilitated Lab Session 227<br/><br/>9 Risk and Opportunity Management 229<br/><br/>9.1 Things Can Go Wrong with Our Project: How Do We Cope? 229<br/><br/>9.2 The Steps of Risk Management 233<br/><br/>9.3 Two Special Types of Risks 244<br/><br/>9.4 Focus on Ranking the Risks by Their Potential Impact, Rather than by Their Likelihood 248<br/><br/>9.5 Lessons Learned From Risk Management 252<br/><br/>9.6 Your Role in All of This 253<br/><br/>9.7 Summary: Risk and Opportunity Management 253<br/><br/>9.8 Next 254<br/><br/>9.9 This Week’s Facilitated Lab Session 254<br/><br/>10 Monitoring the Progress of Your Project (Initial Portion) 255<br/><br/>10.1 Monitoring Progress Via Updated Predictions to Schedule and Cost 255<br/><br/>10.2 Making the Updated Predictions 258<br/><br/>10.3 Using the Updated Predictions 265<br/><br/>10.4 The ABCs of Finance, as They Apply to Engineering Project Management 270<br/><br/>10.5 Preview: Financial Measures About Which Your Company Will Care 281<br/><br/>10.6 Your Role in All of This 283<br/><br/>10.7 Summary: Monitoring the Progress of Your Project (Initial Portion) 283<br/><br/>10.8 Next 284<br/><br/>10.9 This Week’s Facilitated Lab Session 284<br/><br/>11 Monitoring the Progress of Your Project (Concluding Portion) 287<br/><br/>11.1 How the Manager of an Engineering Project Ought to Allocate His/Her Time 287<br/><br/>11.2 A Big Claim on Our Time: The Periodic Management Rhythm 288<br/><br/>11.3 The Steps of the Periodic Management Rhythm 292<br/><br/>11.4 The Social Benefits of the Periodic Management Rhythm 299<br/><br/>11.5 Your Role in All of This 300<br/><br/>11.6 Summary: Monitoring the Progress of Your Project (Concluding Portion) 301<br/><br/>11.7 Next 301<br/><br/>11.8 This Week’s Facilitated Lab Session 301<br/><br/>12 Four Special Topics 303<br/><br/>12.1 Starting Your Project 303<br/><br/>12.2 Systems and Projects with Large Amounts of Software 311<br/><br/>12.3 The Agile Software Development Methodology 317<br/><br/>12.4 Ending Your Project 320<br/><br/>12.5 Your Role in All of This 322<br/><br/>12.6 Next 322<br/><br/>12.7 This Week’s Facilitated Lab Session 322<br/><br/>13 The Social Aspects of Engineering Project Management 323<br/><br/>13.1 Dealing with People, Becoming a Leader 324<br/><br/>13.2 Alignment 324<br/><br/>13.3 The Sine Qua Non of Leadership 327<br/><br/>13.4 Motivating Your Team 328<br/><br/>13.5 Recognizing and Resolving Conflict 331<br/><br/>13.6 Siegel’s Mechanics of Project Management 338<br/><br/>13.7 Dealing with Special People 340<br/><br/>13.8 Your Career as an Engineer 344<br/><br/>13.9 Change on Your Project 347<br/><br/>13.10 Coping with Career Change 348<br/><br/>13.11 Getting Ahead 351<br/><br/>13.12 Three Special Topics 356<br/><br/>13.13 Summary for the Social Aspects of Engineering Project Management 359<br/><br/>13.14 Next 359<br/><br/>13.15 This Week’s Facilitated Lab Session 360<br/><br/>14 Achieving Quality 361<br/><br/>14.1 Defining the Term Quality 361<br/><br/>14.2 One Motivation for Quality: A Good Reputation 362<br/><br/>14.3 Quality Initiatives 363<br/><br/>14.4 Processes for Engineering and for Project Management 370<br/><br/>14.5 Procurement and Subcontracting 371<br/><br/>14.6 The Effects of Quality 372<br/><br/>14.7 The Bill of Materials 373<br/><br/>14.8 Financial Measures that Will Be of Interest to Your Company 374<br/><br/>14.9 Your Role in All of This 417<br/><br/>14.10 Next 417<br/><br/>14.11 This Week’s Facilitated Lab Session 417<br/><br/>15 Applying Our Ideas in the Real World, Ethics in Engineering 421<br/><br/>15.1 Applying Our Ideas in the Real World 421<br/><br/>15.2 Ethics in Engineering 423<br/><br/>15.3 Thank You 430<br/><br/>Index 431 |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc |
"Project management incorporates both the people-related and technical requirements necessary for the successful management of engineering projects, as well as the organizational and strategic aspects. Engineering-focused project management centers around the processes that are used to produce, process, and service engineering-based innovation projects from idea through relevant analyses to launch. It also relates innovation to improvements in products, processes, and competitive advantage"-- |
| Assigning source |
Provided by publisher. |
| 545 0# - BIOGRAPHICAL OR HISTORICAL DATA |
|---|
| Biographical or historical note |
About the Author<br/>Neil G. Siegel, Ph.D. is the IBM Professor of Engineering Management in the department of Industrial and Systems Engineering at the University of Southern California's Viterbi School of Engineering. He was formerly the Vice-President and Chief Technology Officer of Northrup Grumman's Information Systems and Mission Systems sectors, and vice-president and general manager of the company's Tactical Systems Division. His honors and awards include election to the National Academy of Engineering, election of the National Academy of Inventors, the U.S. National Medal of Technology and Innovation, the IEEE Simon Ramo Medal, the TRW Chairman's Award for Innovation (3 times), and selection as a fellow of four professional societies, along with many other honors and awards. He holds nearly 50 issued patents worldwide. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Engineering |
| General subdivision |
Management. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Project management. |
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7 |
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cbc |
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orignew |
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1 |
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ecip |
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20 |
| g |
y-gencatlg |
| 942 ## - ADDED ENTRY ELEMENTS |
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| Source of classification or shelving scheme |
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| Item type |
BOOK |