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Engineering Project Management
Many sectors of industry, including engineering, appreciate the importance of good project management for delivering projects in accordance with predetermined objectives. As a result, industrialists and engineering institutions have called for the inclusion of a significant proportion of project management in higher level degrees and there has been a marked increase in Continuing Professional Development, CPD, courses for professionals. This book provides a clear description of the aims of project management and discusses the theory and practice of project management, particularly in relation to multi-disciplinary engineering projects, both large and small, in the UK and overseas.
The new edition
? new chapters on stakeholders, on supply and value chain management, and on effective partnering, with revised sections on privately financed concessions
? updated and expanded information on risk management
? new chapter on the project management of design
? updated and new sections covering environmental impact and the interface with project management
The expertise of the authors gained from their promotion of effective project management through a combination of professional experience, research, consultancy, education and training should be beneficial to both students of project management and recently appointed or practising project managers. The material is appropriate to support Masters level teaching, MSc, MBA and MEng, either by universities or others, action or distance learning courses and self learning programmes.
The new edition
? new chapters on stakeholders, on supply and value chain management, and on effective partnering, with revised sections on privately financed concessions
? updated and expanded information on risk management
? new chapter on the project management of design
? updated and new sections covering environmental impact and the interface with project management
The expertise of the authors gained from their promotion of effective project management through a combination of professional experience, research, consultancy, education and training should be beneficial to both students of project management and recently appointed or practising project managers. The material is appropriate to support Masters level teaching, MSc, MBA and MEng, either by universities or others, action or distance learning courses and self learning programmes.
- GenresEngineering
400 pages, Kindle Edition
First published January 1, 1995
2 people are currently reading
26 people want to read
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December 31, 2017
Actually Chapter 20, 'Projects in Controlled Environments 2: PRINCE2', was quite helpful in understanding the whole Project Management Process methodology as specified by OGC. And if a book helps me in understanding at least one thing, it must be a good one.
However, if someone looks for help in Design Management (Chapter 14), he or she should look better elsewhere for advice. This Chapter (14, Design management) I do not really find very helpful. As is written there (p.235): "There are many areas of industry and commerce where design activities are carried out. These include such diverse areas as creating new clothes fashions, the preparation of food and drink, graphic design, lithography, business strategy, engineering design, industrial design and architecture. The ways in which creativity manifests itself in these different design processes are many, varied and mostly not well understood." I know that this statement is, at least for mechanical engineering design, not true and have the sneaking suspicion that it is not true for the other design industries as well. It is written further on (p.235): "... This period is often frustrating as attempts are made by the thinker to manipulate the better and less-well-known elements of information into a solution. There often follows a period of time, in the synthesis stage, when the person working on the problem consciously moves away from seeking a solution to the problem and works on some other activity or problem. At this stage the input information is being synthesised in the thinkers subconscious mind. This is usually followed by the 'Eureka' moment when the thinker becomes aware of what seems to be a major breakthrough in finding the solution. At times a fully formulated solution 'appears' in the mind of the creator, although this is more often illusory. The person working on the problem is then able to evaluate the solution, or a part solution, they have arrived at, contrasting it with the problem as they have defined it to themselves in the assessment stage of the process. .... There is clearly then some element of unpredictability in the process of creation."
For all who are looking for a more systematic approach here a reference to books for the Mechanical Engineering Design Process:
- Dieter, G.E./Schmid, L.C.: Engineering Design; McGraw-Hill Engineering Design
- Ullman, D.G.: The Mechanical Design Process; McGraw-Hill The Mechanical Design Process
- Pahl, G./Beitz, W./Feldhusen, J./Grote, K.H.: Engineering Design - A Systematic Approach; Springer Engineering Design: A Systematic Approach
However, if someone looks for help in Design Management (Chapter 14), he or she should look better elsewhere for advice. This Chapter (14, Design management) I do not really find very helpful. As is written there (p.235): "There are many areas of industry and commerce where design activities are carried out. These include such diverse areas as creating new clothes fashions, the preparation of food and drink, graphic design, lithography, business strategy, engineering design, industrial design and architecture. The ways in which creativity manifests itself in these different design processes are many, varied and mostly not well understood." I know that this statement is, at least for mechanical engineering design, not true and have the sneaking suspicion that it is not true for the other design industries as well. It is written further on (p.235): "... This period is often frustrating as attempts are made by the thinker to manipulate the better and less-well-known elements of information into a solution. There often follows a period of time, in the synthesis stage, when the person working on the problem consciously moves away from seeking a solution to the problem and works on some other activity or problem. At this stage the input information is being synthesised in the thinkers subconscious mind. This is usually followed by the 'Eureka' moment when the thinker becomes aware of what seems to be a major breakthrough in finding the solution. At times a fully formulated solution 'appears' in the mind of the creator, although this is more often illusory. The person working on the problem is then able to evaluate the solution, or a part solution, they have arrived at, contrasting it with the problem as they have defined it to themselves in the assessment stage of the process. .... There is clearly then some element of unpredictability in the process of creation."
For all who are looking for a more systematic approach here a reference to books for the Mechanical Engineering Design Process:
- Dieter, G.E./Schmid, L.C.: Engineering Design; McGraw-Hill Engineering Design
- Ullman, D.G.: The Mechanical Design Process; McGraw-Hill The Mechanical Design Process
- Pahl, G./Beitz, W./Feldhusen, J./Grote, K.H.: Engineering Design - A Systematic Approach; Springer Engineering Design: A Systematic Approach
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