Preface |
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iii | |
1 Programs and Projects are Ubiquitous; Discipline is Essential |
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1 | (21) |
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The Quandary of Technology Development |
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1 | (2) |
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The Realism of Oversight with Investors and Resource Providers |
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3 | (1) |
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The Triumvirate Approach to Technology Development |
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3 | (1) |
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Defining Technology Based Programs and Projects |
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4 | (1) |
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The Management of Innovation |
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5 | (2) |
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The Disciplines and Tools in Triumvirate Program Management |
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7 | (1) |
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Triumvirate Disciplines: Systems Engineering, Technology Management and Engineering Management |
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8 | (2) |
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A Summary of Systems Engineering and Its Relationship to PPM |
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10 | (1) |
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Using PPM to Track and Report Systems Engineering |
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10 | (1) |
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A Summary of Technology Management and Its Relationship to PPM |
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11 | (1) |
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Using PPM to Track and Report Technology Management |
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12 | (1) |
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The Differences Between Systems Engineering and |
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13 | (1) |
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Completing the Triumvirate with Engineering Management |
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13 | (1) |
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A Structured Approach to the Management of Innovation |
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14 | (1) |
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14 | (1) |
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The Rationale for Managing Innovation |
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15 | (2) |
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Grouping of Programs and Projects |
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17 | (2) |
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Measuring and Managing Success Using the PPM Tools |
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19 | (1) |
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Innovation, PPM and the Triumvirate are Now Inseparable |
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20 | (1) |
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21 | (1) |
2 Defining the Problem to Obtain a Solution |
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22 | (23) |
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Knowing What is Required, and the Reason |
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22 | (1) |
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Clearly Stating What and Why |
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23 | (1) |
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24 | (1) |
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The Necessity of Summary Documentation |
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25 | (1) |
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The Beginning of the Development Activity |
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25 | (1) |
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Classifying Technology Products and Services |
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26 | (1) |
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The Delivery of Innovation to Meet Mission |
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27 | (1) |
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Problem Description - Stating Reasons for Change |
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28 | (1) |
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The Five Big Questions: What, When, Where, Why, Who |
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28 | (2) |
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30 | (1) |
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Objective Statement - Delivering Change |
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31 | (1) |
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The Path to a Solution - How |
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32 | (1) |
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Project Statement: Summary for Baseline Documents |
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33 | (1) |
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Relationship to Systems Engineering |
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34 | (2) |
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Matching Tasks to Tracking |
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36 | (1) |
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37 | (2) |
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Building the Team: Talent and Personalities |
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39 | (1) |
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Building the Team: Staging the Hiring |
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40 | (2) |
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Form the Team - Then Form the Project |
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42 | (1) |
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43 | (2) |
3 Pre-Planning to Planning |
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45 | (29) |
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Problem Description and Objective Statement |
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45 | (10) |
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55 | (6) |
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61 | (11) |
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72 | (2) |
4 The Technology Strategy Process |
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74 | (22) |
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74 | (1) |
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Rationale for Technology Strategy |
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75 | (1) |
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Technology Strategy Development |
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76 | (1) |
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76 | (8) |
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Risk Profile and Management |
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84 | (7) |
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91 | (3) |
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94 | (2) |
5 The Technology Development Process |
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96 | (23) |
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96 | (2) |
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Accommodating the Innovative Process |
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98 | (1) |
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98 | (10) |
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108 | (2) |
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110 | (1) |
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111 | (6) |
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117 | (2) |
6 Testing, Feedback, Adaptation and Initial Production |
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119 | (22) |
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Human Factors and Considerations |
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119 | (2) |
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121 | (1) |
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122 | (1) |
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122 | (1) |
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123 | (2) |
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The Difference Between Testing and Evaluation |
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125 | (1) |
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First Article (Alpha) Testing |
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126 | (7) |
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Initial Production (Beta) Testing |
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133 | (2) |
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Modifications from Feedback of Testing |
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135 | (6) |
7 Verification, Production, Quality and Operations |
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141 | (22) |
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141 | (2) |
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Verification and Validation |
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143 | (2) |
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Production is a Technology Management Function |
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145 | (7) |
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Maintenance Plan - Discipline Crossover |
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152 | (1) |
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Boundary Conditions and Interfaces |
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153 | (1) |
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153 | (1) |
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The Business Development Consideration |
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154 | (5) |
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159 | (1) |
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160 | (3) |
8 Systems Engineering to Technology Management |
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163 | (13) |
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Transfer to Operations - Release to Market - Delivery to Customer |
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163 | (6) |
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169 | (1) |
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170 | (1) |
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171 | (1) |
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The Transition Point or Exit Criteria |
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172 | (1) |
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Boundary Conditions for Transition |
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172 | (1) |
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Life Cycle Considerations |
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173 | (2) |
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175 | (1) |
9 Technology Management |
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176 | (17) |
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Technology Management Discipline Structure |
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176 | (13) |
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Infrastructure or Service Performance Testing |
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189 | (1) |
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189 | (2) |
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Enterprise Architecture Revisited for Technology Management |
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191 | (1) |
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192 | (1) |
10 Specifying the Need for Change |
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193 | (17) |
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193 | (2) |
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195 | (1) |
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System Behavior and Performance |
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195 | (1) |
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Management of Expectations |
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195 | (1) |
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196 | (1) |
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Problem Descriptions are Process-Focused |
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197 | (1) |
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Process-Focused Problem Statement |
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198 | (1) |
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199 | (1) |
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Crafting the Objectives Statement |
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200 | (1) |
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201 | (2) |
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203 | (1) |
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Analysis of Alternatives-First Cut |
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204 | (1) |
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205 | (3) |
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208 | (2) |
11 Selection, Acquisition and Evaluation of the Solution |
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210 | (17) |
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Risk Profile and Its Management |
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210 | (4) |
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Bidding/Acquisition Documents |
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214 | (7) |
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Evaluation and Acquisition-The Final Steps |
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221 | (4) |
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225 | (2) |
12 Evaluation, Selection and Installation |
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227 | (24) |
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227 | (2) |
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229 | (7) |
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Cost/Benefit Analysis Validation |
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236 | (10) |
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Selection and Installation |
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246 | (3) |
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249 | (2) |
13 Operations, Maintenance and Beneficial Use |
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251 | (28) |
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251 | (13) |
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Maintenance Planning and Execution |
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264 | (13) |
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Parts and Service Provisioning |
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277 | (1) |
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278 | (1) |
14 Efficiency, Effectiveness, Ongoing Costs and Upgrades/Replacement |
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279 | (18) |
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The Concepts of Efficiency and Effectiveness |
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283 | (2) |
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285 | (7) |
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Major Renovations and Obsolescence |
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292 | (3) |
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295 | (1) |
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296 | (1) |
15 Engineering Management: Binding it All Together |
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297 | (18) |
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297 | (5) |
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Defining Engineering Management |
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302 | (6) |
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The Human Aspect of Engineering Decisions |
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308 | (1) |
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Decision-Making in Engineering Management |
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309 | (2) |
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The Unique Case of Certain Government Entities |
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311 | (2) |
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313 | (2) |
References by Chapter |
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315 | (15) |
Glossary |
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330 | (5) |
Index |
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335 | |